When depression threatens retention: psychological ownership and work engagement as protective factors for healthcare workers

Purpose Depression is a prevalent mental health challenge that impairs employees’ ability to function at work and may shorten how long they stay with an organization. Healthcare workers (HCWs) face heightened vulnerability due to emotional strain, long hours and job demands. Drawing on the job demands-resources model, this study examined whether psychological ownership and work engagement could help lessen the negative impact of depression on HCWs’ plans to remain with their employer. Design/methodology/approach We collected data from 199 US HCWs, measuring depressive symptoms, psychological ownership, work engagement and the likelihood of staying at their organization for five years. Findings About one in five participants (22.1%) screened positive for major depressive disorder (MDD) and were less likely to intend to stay with their work organization long term. However, when psychological ownership and work engagement were included, depression was no longer a significant predictor of turnover intention. Practical implications These findings suggest that interventions that foster a sense of ownership and engagement may help healthcare organizations retain valuable staff, even among those experiencing depressive symptoms. Originality/value This study is among the first to show that depression does not inevitably undermine healthcare workers’ retention intentions when psychological ownership and work engagement are present. By integrating the job demands-resources framework with positive psychological resources, the study advances theory and offers actionable pathways for organizations to support workforce stability despite mental health challenges.