This paper investigates the interrelationships among organizational learning (OL) facilitators, OL itself, and three organizational outcomes: employee intention to leave the organization, absenteeism, and perceived organizational performance. It also investigates how OL mediates the relationship between OL facilitators and organizational outcomes. 145 employees (113 women) working in a French-Canadian community hospital completed a survey covering all the studied variables. Bootstrap regression analyses were used to test various hypotheses. Results support the idea that environmental components (culture, leadership, support, and strategic management of learning) can facilitate OL. They also show that OL mediates the relationships between certain of its facilitators and employee intention to leave the organization as well as perceived organizational performance. The research supports the view that it is possible to reduce employee turnover intentions and foster performance in a healthcare context by establishing an environment conducive of OL.