Date of Conferral

6-12-2025

Degree

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

School

Business Administration

Advisor

Ronald Black

Abstract

Turnover intention among healthcare staff adversely affects the delivery of high-quality patient care and compromises healthcare organizations' financial sustainability. Effectively managing factors influencing turnover intention is critical for healthcare leaders to reduce turnover. Grounded in the Herzberg’s two-factor theory, the purpose of the quantitative correlational study was to examine the relationship between employee engagement, job satisfaction, and turnover intention in healthcare organizations. Primary data were collected from 74 nurses employed at a large multi-hospital healthcare organization in the Pacific Northwest of the United States, who completed an anonymous online survey using existing questionnaires. Data were analyzed using multiple linear regression. The results of the multiple linear regression were significant, F(2, 71) = 61.704, p < .001, R2 = .63. In the final model, both predictors were significantly and inversely associated with the outcome: employee engagement (β = -.123, t = -2.316, p = .023) and job satisfaction (β = -.139, t = -7.759, p < .001). A key recommendation is for healthcare leaders to develop strategies that support, motivate, and reinforce employees’ sense of belonging, creating an environment of excitement and optimal work conditions with adequate human and material resources that reflect the increased work demands. The implications for positive social change include the potential for healthcare leaders to develop strategies that positively influence employees’ decision to leave the organization, ultimately reducing actual turnover. Engaged and satisfied employees are invested in the organization, which can contribute to higher productivity and better performance and increase the quality of patient care.

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