Date of Conferral

12-13-2024

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Theresa Neal

Abstract

Hospitals face the risk of adverse business outcomes due to physician turnover, which can lead to increased costs and poorer patient care. C-suite executives, in collaboration with human resources managers (HRMs), are struggling to develop strategies to reduce turnover and burnout, while also enhancing key factors like job satisfaction and employee engagement. Grounded in the job demands-resources theory. The purpose of this qualitative pragmatic inquiry was to explore the strategies employed by HRMs in the healthcare industry to effectively reduce physician turnover and associated costs during the COVID-19 pandemic. The participants were 13 HRMs in the health care industry in North Carolina who implemented strategies to mitigate hospital physician turnover during the pandemic. Data were collected through semistructured interviews, a literature review, and secondary data, including artifacts such as retention reports from the North Carolina Healthcare Association, the National Hospital Flash Report, and public documents from the healthcare industry in North Carolina. Through thematic analysis, four themes were identified: (a) staffing, (b) incentives, (c) mental and physical health, and (d) resources. Two key recommendations are for HRMs to ensure proper shift staffing, allowing flexibility for breaks during shifts, longer breaks between shifts, and time off when needed. Additionally, HRMs should collaborate with C-suite executives to identify what hospital physicians value most. The implications for positive social change include the potential to retain valued hospital physicians, enhance patient outcomes, strengthen business sustainability during crises, and support the local community workforce.

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