Abstract
Organizational culture is increasingly recognized as a critical determinant of employee outcomes in healthcare settings, particularly in hospitals where complexity and interprofessional collaboration are essential. This study conducts a narrative literature review to examine how organizational culture shapes job satisfaction, performance, and retention of hospital employees, while also considering turnover intention as a mediating factor. Literature was systematically gathered from ProQuest, ScienceDirect, and EBSCO databases, restricted to studies published between 2020 and 2025. Thematic analysis identified four domains of findings: job satisfaction, performance and innovation, turnover intention, and psychosocial mechanisms. The review shows that positive organizational cultures characterized by teamwork, engagement, autonomy, recognition, and supportive climates consistently enhance job satisfaction and performance, whereas dysfunctional cultures marked by excessive workloads, lack of recognition, and weak management increase burnout and turnover intention. Innovative and resilient cultures, such as Internal Market-Oriented Culture and resilience engineering, were found to improve productivity and organizational attractiveness. Retention was reinforced through workplace reciprocity, mentoring, and organizational justice, while psychosocial mechanisms including job satisfaction, work engagement, psychological capital, compensation, and emotional culture mediated or moderated the effects of culture on employee outcomes. These findings strengthen theoretical frameworks such as Denison, Job Demands-Resources, and Social Exchange, while offering practical implications for hospital management to cultivate supportive and adaptive cultures, ensure fair compensation, and promote participatory leadership as strategies to improve staff well-being, service quality, and organizational sustainability.