According to Banken (2010), HR practices targeted at strengthening ability of employees, motivation and opportunity to take part have a nontrivial negative influence on turnover intention. The results of the study indicated that employees have less intention to leave the firm if HR practices pointed at boosting their motivation and opportunity to take part. Previous researches also supported these results (De Lange, De Witte & Notelaers, 2008; Eddleston, 2008). Banken (2010) stated that the mentioned HR practices revolve around the motivation of employees and opportunity to take part and that is why there is negative influence of these HR practices on turnover intention. The motivation and participation of employees would be enhanced by considering these practices, however this would eventually bring about less turnover intentions. The upshots also accentuated that it is important for employers to develop their HR practices in a manner to upsurge the motivation and opportunity to take part amid their employees.

According to Bartram, Casimir, Djurkovic, Leggat, and Stanton (2012), HPWPs have a direct influence on the intention of nurses to leave, plus it also acts as mediator in the association flanked by emotional workforce and a state of emotional and physical tiredness triggered by an extended phase of stress and annoyance. HPWPs and intention of nurses to leave have been investigated by Gkorezis, Georgiou and Theodorou (2018) and they backed the role that HPWPs perform in lessening the intention of nurses to leave the hospital. With the intention of elucidating this association, the researchers revealed the arbitrating role of an emerging, albeit significant, undesirable attitude that is organizational cynicism. Gkorezis, Georgiou and Theodorou (2018) explained this association by representing that HPWPs are liable to improve cynical attitudes of nurses with regard to the hospital and, consequently, lessen their intention to leave. In other words, hospitals which do not carry out such modern practices activate organizational cynicism of nurses which, sequentially, increases their intention to leave.

Impact of Democratic Leadership Styles on the Relationship of AMO and Employee Attitude

Democratic leadership style has a tendency to enrich accountability, flexibility, and elevated morale that will give rise to enhanced performance of employees (Zervas and David 2013; Iheriohanma, Wokoma and Nwokorie 2014). In accordance with these researchers, democratic leadership style has a tendency to improve determination and motivation of employees plus cultivate recognition and retention of employees in a firm. It indicates that in democratic leadership, the employees experience contentment with the belief and confidence put in them which give them the certainty to build a great association, commonality, and elevated determination (Izidor & Iheriohanma, 2015).

With the aim of improving quality procedures in the domain of healthcare and nursing, a vital role is performed by leadership styles (Sfantou, Laliotis, Patelarou, Pistolla, Matalliotakis and Patelarou, 2017). As stated by Ata (2009), Molero, Cuadrado, Navas and Morales (2007) determined that in accordance with the team of nurses, democratic leadership style is considered as the most commonly used leadership style utilized by the lead nurses, after that transformational leadership style comes at number 2. However, autocratic leadership style is the one that is employed least commonly. On the work performance of health workforces at Federal Medical Centre, the influence of diverse leadership is investigated by Mawoli and Haruna (2013). The researchers identified that the leadership style that has a great influence on the work performance of health personnel is democratic leadership style; on the other hand, on the work performance of health workers, both autocratic as well as laissez-faire leadership styles have nontrivial influence.

Mayo clinic, established by Dr. William Mayo and his family, is a nonprofitmaking organization and offers most advanced and leading-edge healthcare research services all over the world. According to an article published by St. Thomas University (2014), the Mayo clinic does well by employing democratic leadership values. This hospital and its research facility appeals one of the most excellent intellectuals in the health discipline seeing that it gives them opportunities to work cooperatively amongst fellows on democratic groups. However, it has been analyzed that in the healthcare centre, the processes needed often require an autocratic leadership style, but Mayo clinic cannot turn out well without democratic leaders.

Dorgham and Al-Mahmoud (2013) carried out a research study amongst critical care nurses to analyze leadership styles and independence of making decisions in the field of medicine. These researchers employed an explanatory cross-sectional correlation research design. The research was carried out in the domain of Egypt and Saudi Arabia and the considered hospitals were Tanta Main University Hospital and King Fahd Hospital of the University (KFHU). The goal of the research was to evaluate influential leadership styles, level of independence to make verdicts amid critical care nurses and association flanked by leadership style and decision-making autonomy. Results of the study showed that in both the countries, most of the head nurses working in Intensive Care Units (ICUs) hold democratic and authoritarian leadership styles.

In both public and private schools based in Lahore, the influence of democratic and autocratic leadership style on job satisfaction has been investigated by Bhatti, Maitlo, Shaikh & Hashmi (2012). The researchers developed and endorsed a set of questionnaire in which 23 variables were included with the purpose of achieving their research objective. The type of entire questions was close-ended. The total gathered data was 205 and it was obtained from different teachers of both the schools. Considering the teachers from public and private schools that included both male and female teaching staff, the researchers targeted to determine the association flanked by leadership style and job satisfaction. Results revealed that there is a positive association between leadership style and job satisfaction. The researchers also analyzed that employees prefer to work in unrestricted environment where they can share and interchange their opinions. In addition, in case if something wrong happens, employees inform their leaders courageously and valiantly. Eventually, a feeling of ownership is created among the employees that boosts their job satisfaction.

Impact of Professional Identity on the Relationship Between AMO and Employee Attitude and on the Relationship Between Employee Attitude and Employee Behavior

Professional identity is a notion that has caught the attention of a number of organizations for enhanced understanding of the attitudes of employees and results associated with the work. According to Fagermoen (2010), it alludes to the attitudes, principles, understanding and expertise distributed within a professional unit and allied with the professional responsibilities carried out by them. Adam (2011) considered that it is an element of total identity of an individual and boosted by his or her position within the group, associations with others and the elucidations of experience. In the domain of healthcare, in general it is the professional self-perception of nurses concerning their nursing capabilities (Cowin, Maree, Rhonda & Herbert, 2008). It facilitates staff nurses to continue their job and occupation for extended period. Moola (2017) analyzed the progress of a professional identity as noticed by student nurses of Saudi Arabia. When revealed to clinical realisms, the professional identity of Saudi student nurses may possibly swing or even crumble. Primarily, a self-identity has to be integrated with novel prospects and altered within a social background to shape a professional identity.

The influence of professional identification on employee attitude with respect to his or her job (that is, job satisfaction and organizational commitment) has been scrutinized by Loi, Hang-yue and Foley (2004). The researchers also studied the regulating functions of gender and organizational period on these associations. In accordance with the results of the research study, it was exposed that (a) on both job satisfaction as well as organizational commitment, professional identification has a strong influence, (b) the association of professional identification with job satisfaction and organizational commitment is controlled by the gender, (c) organizational span controlled the association of professional identification with employee satisfaction with his/her job along with career satisfaction.

In addition, organizational commitment is considered as another job attitude relevant to professional identification. Loi, Hang-yue and Foley (2004) referred organizational commitment to the affective element under three-element commitment model which was offered by Allen and Meyer in 1990. The model comprised (i) the emotional affection to (ii) identification with, and (iii) participation of employees in, the firm. An upshot of professional identification is organizational commitment in view of the fact that professional organizations give the ways essential to share a professional identity and to work as a professional. Further, as stated by Bamber and Iyer (2002), professional identification of Big 5 auditing firms has a great impact on their organizational identification.

In line with Hwang, Lou, Han, Cao, Kim and Li (2009) and Celik and Hisar (2012), nurses having strong professional identity perform their job amicably with the professional ethics and moral codes, and are effectively mindful regarding their roles. It is likely to suppose that the progress of professional identity may possibly increase the understanding and expertise of nurses and the capacity to put into operation, that in response, may possibly boost their job satisfaction. Above and beyond, it can be supposed that appropriate growth of professional identity can boost employee independence, increase their confidence, belief and knack to communicate in an efficient way, all of which have a tendency to foster job satisfaction (Deppoliti 2008; Sharbaugh 2009). It can protect nurse against mistreatment, self-effacement and biasedness in the place of work, as a result, professional identity can support in increasing employee retention (Gault, Shapcott, Luthi & Reid, 2017). Professional Identity and Turnover Intention among Staff Nurses in Different Sectorial Hospitals has been observed by Hassan and Elhosany (2017). The researchers considered two different hospitals and gathered data from 457 staff nurses. Statistical results of the study revealed that there has a strong association between professional identity and age of staff nurses and years of experience.

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