Date of Conferral



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




Edward Paluch


AbstractRegistered nurse (RN) turnover significantly impacts organizational profitability and performance. The turnover of nurses also impacts business practices as it may disrupt the organization's ability to properly staff and provide efficient patient care. Further, nurse managers inability to retain RNs may result in problems such as loss of productivity and increased personnel costs. Guided by Burn's transformational leadership theory and Homan's social exchange theory, the purpose of this qualitative single case study was to explore the strategies that nurse managers use to increase RN retention. Participants were 6 nurse managers from Boston, Massachusetts who implemented RN retention strategies in their organization. Data were collected through Zoom interviews with 6 nurse managers. Data were analyzed using methodological triangulation, thematic analysis, and open coding to identify pattern and themes. The 3 main themes that emerged from the data analysis were: barriers to implementing RN strategies, retention strategies, and measures of retention. The key recommendation is for nurse managers to develop, implement, and establish metrics to monitor strategies that promote RN retention. The implications for positive social change include the potential for nurse managers to improve RN retention and positively effect organizational productivity. RNs. Reducing RN turnover may lead to increased profitability, organizational growth, continuity of patient care and the provision of the safest and highest quality of care to individuals within the community seeking medical care.

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