<p>The evolving healthcare landscape in India, shaped by globalization and systemic reform, underscores the urgent need for workforce-centred strategies that align with the institutional goals of quality assurance and accreditation. In this context, Organizational Commitment (OC) has emerged as a pivotal force, not only in retaining talent, but also in fostering a culture of continuous improvement essential for accreditation sustainability. While previous studies have acknowledged the influence of Employee Engagement (EE) on Hospital Quality Accreditation (HQA), few have empirically examined the mechanisms that drive this relationship, particularly in India’s private multispecialty healthcare sector. Addressing this critical gap, the present study investigates the mediating role of OC in the link between EE and HQA, using data collected from 248 healthcare professionals working in accredited private hospitals across the Delhi NCR. These findings support the proposed structural model and confirm that OC partially mediates the relationship between EE and HQA. The results suggest that efforts to enhance employee engagement not only yield direct benefits, but also bolster employees’ psychological attachment to the organization, ultimately improving quality compliance and accreditation readiness. Furthermore, when hospitals actively cultivate an environment of trust, purpose, and involvement, employees respond with higher levels of commitment and are more likely to align their efforts with the accreditation standards. This interdependent dynamic between engagement, commitment, and accreditation reflects a strategic human capital approach, reinforcing that workforce resilience is indispensable for sustaining quality improvement in healthcare. By highlighting this mediated relationship, this study offers practical insights for healthcare leaders aiming to integrate human resource strategies with accreditation frameworks for long-term organizational excellence.</p>