Waiting Time, Perceived Staff Competency, Patient Satisfaction, and Loyalty at a Primary Care Clinic in Indonesia: A Cross-Sectional Study

Rahma Indhytsania Hapsari; Teguh Nurhadi Suharsono; Etty Sofia Mariati Asnar; Taufan Nugroho; Farida Yuliaty; Kosasih Kosasih

doi:10.47650/pjphsr.v6i3.2881

Rahma Indhytsania Hapsari University of Sangga Buana YPKP Bandung, Bandung, Indonesia
Teguh Nurhadi Suharsono University of Sangga Buana YPKP Bandung, Bandung, Indonesia
Etty Sofia Mariati Asnar University of Sangga Buana YPKP Bandung, Bandung, Indonesia
Taufan Nugroho University of Sangga Buana YPKP Bandung, Bandung, Indonesia
Farida Yuliaty University of Sangga Buana YPKP Bandung, Bandung, Indonesia
Kosasih Kosasih University of Sangga Buana YPKP Bandung, Bandung, Indonesia

DOI: https://doi.org/10.47650/pjphsr.v6i3.2881

Keywords: Perceived Staff Competency, Patient Loyalty, Patient Satisfaction, Waiting Time

Abstract

The rapid growth of primary healthcare facilities in West Java has led to intense competition, forcing clinics to maximize patient retention through superior service quality. Managing operational efficiency and human resource performance is critical to maintaining a healthcare provider's sustainability. This study aims to analyze the effect of waiting time and human resource competency on patient loyalty, with patient satisfaction serving as an intervening variable. A quantitative research design with a descriptive and verificative approach was deployed at Satoe Dokter Clinic, Bandung Regency, from March to August 2026. Purposive sampling was applied to select 100 outpatient respondents, with the data analyzed through Structural Equation Modeling-Partial Least Squares (SEM-PLS). The structural model reveals that waiting time and human resource competency have significant direct effects on patient satisfaction (p=0.031; p=0.000) and patient loyalty (p=0.026; p=0.035). Furthermore, the indirect effect evaluation proves that patient satisfaction significantly acts as a partial mediator in bridging waiting time (p=0.039) and human resource competency (p=0.006) toward patient loyalty (p=0.002). In conclusion, reinforcing waiting time efficiency and staff soft skills is a strategic prerequisite to lock in long-term patient loyalty through emotional satisfaction.

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