Date of Conferral
Doctor of Business Administration (D.B.A.)
Employee voluntary turnover is a management problem that impacts the strategic sustainability goals of health care organizations. Thirty-three percent of newly qualified graduate registered nurses (RNs) in the United States leave their profession within the first year of employment. As a result, health care organizations pay over $85,000 per nurse and up to $6.4 million annually to replace RNs in hospitals with more than 600 beds. The purpose of this single case study was to explore strategies nurse managers used to reduce voluntary turnover of RNs. The study population comprised 5 nurse managers from a hospital in Texas, United States. The conceptual framework included Herzberg's 2-factor theory and Maslow's hierarchy of needs. The data collection process included semistructured, face-to-face interviews and review of organizational documents. The data analysis process included thematic and matrix coding queries and keyword clustering. Yin's 5-step process of data analysis was used to identify 3 themes: job satisfaction, leadership support, and training and development. The implications of this study for social change include improvements in the quality of patient care and increased employment opportunities in health care organizations. An increase in economic growth may result in the stabilization of health care organizations' competitive compensation and opportunities to reinvest in the communities' educational programs, health, and wellness.