Date of Conferral

4-24-2025

Date of Award

April 2025

Degree

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

School

Business Administration

Advisor

Osama Morad

Abstract

Some health care leaders lack effective strategies to improve and sustain nursing retention rates, resulting in significant operational costs. Grounded in the Herzberg’s two-factor theory, the purpose of this qualitative pragmatic inquiry was to explore practical strategies health care leaders use to improve nursing retention rates in hospital settings. The participants were four health care leaders from California hospitals selected through purposive sampling based on their experience implementing successful retention strategies. Data were collected using semi structured interviews, and data triangulation was completed by utilizing the Bureau of Labor Statistics data, California state nursing board reports, and a professional nursing organization that offered quantitative context about workforce trends. Data were coded and thematically analyzed using NVivo 12 software, resulting in the emergence of six major themes: strategic leadership engagement, comprehensive recognition infrastructure, empowering work environments, strategic resource management, professional development investment, and performance-based compensation structures. Health care leaders should implement structured leadership development and comprehensive recognition systems and infrastructure to enhance staff retention, with particular emphasis on transformational leadership training, evidence-based staffing models, and clear career advancement pathways. The implications for positive social change include the potential for health care leaders to implement nursing retention strategies that improve health care workforce stability, leading to enhanced patient care quality, increased health care accessibility, and more sustainable community health systems.

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