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Racial inequality is remarkably resilient in organizational and labor market contexts despite efforts to resolve it, which raises significant questions about the mechanisms underlying its persistence. We argue that organizational efforts that increase the inclusion of underrepresented racial groups in the short term may conceal an emergent mechanism that paradoxically results in exclusion over time. The emergent mechanism stems from an acute misalignment between the scope of allocation in the matching process and the scope of valuation in the evaluation process, which ultimately increases voluntary and involuntary turnover among underrepresented racial groups. We examine this paradox through a revelatory case in higher education. Drawing on comprehensive administrative and research performance data from a large (R1) U.S. public university, we find that Black assistant professors are significantly more likely than their White colleagues to be allocated to non-standard positions, i.e., formally appointed in two academic departments with shared compensation. Our results demonstrate that such non-standard appointments are associated with a significant decline in research productivity, which remains central during the evaluation process. The end result is that jointly appointed assistant professors—among whom Blacks are disproportionately represented—experience lower likelihoods of retention. [ABSTRACT FROM AUTHOR]

Purpose: This research investigates the influence of Planning, Selection & Recruitment, and Training on Job Security at Awal Gulf Company, highlighting the significance of strategic human resource management practices in enhancing job security. Methodology: A sample of 760 workers was selected through convenience sampling, guided by Cochran's formula to ensure an acceptable margin of error for a population of 256. Data were collected using self-administered questionnaires and analyzed with SPSS version 28 for descriptive statistics. Structural Equation Modelling (SEM) was performed using SmartPLS 4 to assess convergent and discriminant validity, as well as the coefficient of determination (R2). The constructs were evaluated for reliability with a Cronbach's alpha of 0.886. Results: The analysis reveals that Training and Selection & Recruitment significantly influence Job Security, with Planning also contributing to a lesser extent. The model accounts for 86.2% of the variance in Job Security, aligning with previous research that emphasizes the crucial role of strategic HRM practices. Implication: This study underscores the importance of adopting strategic HRM practices to enhance job security. Organizations should prioritize effective training to develop employee skills, implement thorough recruitment and selection processes to hire the right talent, and employ strategic planning to align HR policies with organizational objectives. By doing so, companies can improve workforce stability, boost employee satisfaction, and foster a more secure and motivated workforce, ultimately contributing to organizational success. [ABSTRACT FROM AUTHOR]

Advocacy has been defined as promoting social inclusion, equality and social justice to empower people - principles closely associated with social work's professional values. However, in-depth literature on advocacy and the current challenges it faces is sparse. Little is known about the day-to-day realities faced by advocates and the pressures they currently experience. This raises the question of who might advocate for the advocates themselves? This article reports on findings from a larger study to explore local recruitment and retention issues in adult social care from the perspective of different populations of interest in the South of England. A mixed methods approach was undertaken. One group of participants were advocates drawn from LA contracted services (n = 7) who participated in a focus group. Comments relating to the challenges facing advocacy and knock-on impacts on advocates from the recruitment and retention issues currently being experienced in adult social care were themed together and are described. The findings highlight a number of challenges currently facing advocacy and advocates alongside an urgent need for more research to take place within this area. The authors also offer suggestions for consideration to help improve this picture. [ABSTRACT FROM AUTHOR]

Legitimacy is a critical piece of the social contract organizations have with consumers; enabling them to operate within a given environment. Legitimacy is granted from a wide range of evaluators, but only a small number of studies explore factors that influence the judgments of consumers. This study recognizes the importance of individual judgments by developing a valid and reliable scale which measures how Black travelers evaluate the legitimacy of destination marketing organizations (DMOs). A three-factor solution including relational, cognitive, and pragmatic dimensions of legitimacy was established. The findings extend legitimacy theory by measuring relational legitimacy which considers how organizations affirm one's identity. Results demonstrate the value of representation in marketing, employees, and tourism products/services. Recommendations from the Black Traveler DMO Legitimacy Scale suggests tourism offices can increase legitimacy by building partnerships with Black owned businesses, ensuring authenticity in marketing, and revisiting strategic plans related to employee recruitment and retention. [ABSTRACT FROM AUTHOR]

Introduction: There are over 43,000 occupational therapists across the United Kingdom, with mental health occupational therapists being acknowledged as a main workforce of OT services. However, staff shortages are occurring, and urgent action is needed to retain this important workforce. Methods: The systematic literature search was conducted in the CINAHL, PsycINFO and Scopus databases to identify research literature published since 2008. Due to the heterogeneity of the included studies, a narrative synthesis was utilized. Results: A total of 20 studies (21 papers) were included in the review. Five thematic factors – well-being at work, organizational work environment factors, job resources, supervision and staffing, along with various subtheme factors emerged from the synthesis. The findings suggest that retaining mental health occupational therapists is a complex issue, affected by many factors. The study emphasizes the triangular relationship among three aspects of well-being (job satisfaction, professional identity and burnout) at work and introduces the concept of a 'Retention Ecosystem'. This illustrates how subtheme factors interconnect and influence the retention of mental health occupational therapists. Conclusion: The retention of mental health occupational therapists is revealed to be a multifaceted challenge. There is a need for developing more targeted, meaningful and holistic strategies for retaining the current mental health occupational therapist workforce. [ABSTRACT FROM AUTHOR]

This study explores the relationships of organizational climate, leadership behavior, and work-life balance on employee retention among healthcare instructors. Employing a descriptive-correlational research design, the study was conducted in the Davao Region, Philippines, involving 295 healthcare instructors. Data were analyzed using mean, standard deviation, and Pearson product-moment correlation. The findings indicate that organizational climate, leadership behavior, and work-life balance have significant positive correlations with employee retention. These results underscore the importance of fostering a supportive organizational climate, implementing effective leadership practices, and promoting work-life balance to enhance employee retention. Strengthening these areas is vital for maintaining a stable and committed workforce in healthcare education. [ABSTRACT FROM AUTHOR]

Human resources (HR) are a critical asset for organizations, and sustainable HR management is essential to fostering organizational resilience and retaining high-quality employees. Sustainable HR practices focus on maintaining the long-term well-being of the workforce while meeting the evolving needs of the organization. This study aims to analyze the impact of sustainable human resource management (HRM) practices on organizational resilience and employee retention, particularly in the Medan area. This study used a quantitative approach using a survey questionnaire distributed to 40 employees from various companies in Medan. The questionnaire assessed aspects of welfare policy, career development, and organizational culture. Data were analyzed using descriptive statistics and simple linear regression. The findings show that sustainable HRM practices significantly positively impact organizational resilience and employee retention. Specifically, an increase in sustainable HR policies was associated with an increase in organizational resilience by 0.45 and employee retention by 0.38. The study concludes that implementing sustainable HRM practices can strengthen organizational stability and improve employee retention in the long run. These insights provide valuable guidance for organizations in designing effective HRM policies that support resilience and retention. [ABSTRACT FROM AUTHOR]

While the commitment of hotel and restaurant employees has been widely discussed, employees in destination management organizations (DMOs) have received limited attention from existing studies. This study explores employees' organizational commitment (OC) and destination commitment (DC) in DMOs. By applying a target-free commitment approach, this study sheds light on understanding employee retention in an organization and a region. Following a quantitative research design, 330 employees of several DMOs in Tirol, Austria, were interviewed. For hypothesis testing, structural equation modelling was applied. The results confirm OC as a predictor for DC. Social exchange is positively linked to OC; however, no relationship was confirmed between time and flexibility and OC. Positive relationships were confirmed between leisure opportunities, hometown proximity and DC. Both, OC and DC, result in positive word-of-mouth behaviour. The findings contribute to several practical implications for enhancing OC and DC. This study expands the field of commitment studies to DC for the first time and identifies DC as a significant contributor to employee retention in the hospitality industry. Further, this study emphasizes the role of social relationships in the organizational context and in the destination. [ABSTRACT FROM AUTHOR]

Thailand is one of the Southeast Asia countries that has been significantly impacted by Registered Nurse (RN) workforce shortages. This integrative review aimed to critically analyze factors influencing the attrition and retention of RNs practicing in Thailand's hospital sector. The databases searched included CINAHL (via EBSCOhost), EMBASE, Nursing Allied (via ProQuest), Ovid, Scopus, Web of Science, and Medline. Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) were utilized to record the search strategy findings in compliance with the review standards, while the Mixed-Methods Appraisal Tool (MMAT) was used to appraise quality. Sources for review totaled 35, using quantitative methods (n = 30), qualitative methods (n = 3), and mixed methods (n = 2). Thematic analysis revealed factors that challenge RNs' job motivation fueled by a lack of autonomy, a loss of confidence and sense of competence, and negative workplace relations with co-workers, resulting in poor job satisfaction. Future research is needed to elicit an understanding of "how" Thai RNs sense of autonomy, competence, and relatedness in their workplace practice provides insight into "why" they choose to remain employed or leave the nursing workforce. [ABSTRACT FROM AUTHOR]

Feelings of burnout are widely thought to be a contributing factor to low employee retention for outdoor expeditionary program (OEP) field instructors. The purpose of this study was to examine how certain job demands and resources influence levels of burnout among OEP field instructors. To address this aim, the following study evaluated feelings of burnout, perceptions of job demands and perceptions of job resources among outdoor expeditionary field instructors at the end of their summer season. Although field instructors generally reported low levels of burnout, regression analyses provided a means by which to better understand the role certain factors had on feelings of burnout. Stress aiding personal characteristics with the addition of stress mediating conditions served as significant predictors for feelings of burnout. Findings from the study are examined and discussed from a conservation of resources and job demands-resources model perspective. [ABSTRACT FROM AUTHOR]

Aim: To identify and synthesise the qualitative evidence that is available regarding reducing the turnover of hospital nurses from their own perspectives. Design: A qualitative systematic review using the meta‐aggregation design. Data Sources: Qualitative studies either in English or in Chinese, dating from 2018 to 2023, were obtained from eight databases, including CINAHL, PubMed, Web of Science, Embase, Ovid, and Chinese National Knowledge Infrastructure (CNKI), Wanfang Database and the China Biomedical Database. Methods: Studies were screened using pre‐determined inclusion and exclusion criteria. Quality assessment was done using the Joanna Briggs Institute Critical Appraisal Checklist for Qualitative Research. The study was reported according to the Enhancing Transparency in Reporting the Synthesis of Qualitative Research (ENTREQ) guidelines. Results: Sixteen papers were included that explored nurses' perspectives on enhancing their retention or reducing staff turnover. We developed three synthesised findings and 12 categories from 64 identified findings, including (1) individual adjustment strategy: professional pride, self‐growth and psychological adjustment; (2) social support strategy: constructive workplace relationships, balancing work life and recognition of nursing and (3) organisational change strategy: embracing management and leadership, promote nursing professionalisation, workload management and support, flexible work patterns and opportunities, supporting personal career development and competitive salary. Conclusion: This review provides an in‐depth and meaningful understanding of nurses' own perceptions and suggestions for enhancing nursing turnover, which will call for a wide range of measures targeting the individual, social and organisational levels. Implications for Nursing Management: This study contributes important knowledge to help improve hospital nurse's turnover, which can provide evidence to support nurse managers, other stakeholders and policymakers in correspondingly developing effective measures to address nurse turnover. Patient or Public Contribution: There was no direct contribution from patient or caregiver to this study because the data of this study originated from published papers. [ABSTRACT FROM AUTHOR]

Aims: To determine whether professional self‐perception of nurses in Mongolia improves following an educational intervention and to identify differences in scores among participant subgroups. Design: A prospective observational pre–post design. Methods: Using a convenience sample of 67 nurses in Mongolia in 2019, the Nursing Professional Values Scale‐3 instrument was used pre‐ and post‐intervention. Independent and paired sample t‐tests were conducted. Data were analysed using IBM SPSS 28.0.1.1 and Stata/SE 16.1. This study complied with the STROBE checklist. Results: Of the 67 nurses, 92.0% were female, mean age was 32.15 years (SD 8.96), 70.0% held a bachelor's degree, 58.0% had 5 or more years' nursing experience and 51.0% were members of a professional nursing organization. After participating in the educational training, nurses reported higher overall professional self‐perception as well as across subscales: activism, professionalism and caring. Conclusion: Considering the nursing shortage in lower‐middle‐income countries, it is important to recognise the influence of nurses' professional self‐perception on nursing retention. This study highlights the significant role continuing educational opportunities play in increasing nurses' professional self‐perception. It is imperative to explore ways of improving this perception and focusing on subgroups of nurses to help guide the use of limited resources. Further research is necessary to include nurses in other areas of Mongolia. Implication for the Profession: Accurately assessing nursing professional self‐perception and providing educational opportunities could improve nursing professional self‐perception, nursing satisfaction, patient safety and nursing retention in lower‐middle‐income countries. Impact: What problem did the study address?This study meets the need for current study on the nursing professional self‐perception of nursing from the perspective of nurses in Mongolia. It addresses the dangerous nursing shortage in Mongolia by determining if an educational intervention could improve nursing professional self‐perception and thus improve nursing job satisfaction and retention.What were the main findings?Mongolian nurses in this study scored in the top quartile of the NPVS‐3, indicating a baseline high NPSP.Educational intervention (including translated oral education and written clinical pathways) significantly improved the nurses' professional self‐perception.Nurses were eager for training in other clinical and leadership topics.Where and on whom will the research have an impact? This research can be impactful for nurses, nurse leaders and policy makers in low‐ and lower‐middle‐income countries. Specifically for nurses in Mongolia, with increasing technologies and services such as cardiac catheterization laboratories becoming available, more education in these nursing specialty areas is imperative. Professional Nursing Organizations are poised to foster more educational offerings to their members and to increase membership. Nursing education provided by international volunteer nurses with Non‐Governmental Organizations can improve NPSP in nurses in LMICs. Reporting Method: This study complied with the STROBE checklist. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

The article examines the challenges of balancing the demand and supply of nursing labor in light of workforce shortages and increasing healthcare needs. Topics discussed include gender disparities in nurse retention, the rising trend of self-employment among nurses, and the impact of the COVID-19 pandemic on labor dynamics in the healthcare sector.

Aim: To compare student nurses' expectations and newly qualified nurses' experiences regarding clinical practice in Switzerland 1 year after graduation. Design: A secondary explorative analysis of a cross‐sectional survey. Method s : The data were sourced from the Swiss National Graduate Survey of Health Professionals covering six universities of applied sciences between 2016 and 2019, with information on three cohorts of bachelor student nurses, with a 1‐year follow‐up between each year. The participants were 533 bachelor‐prepared nursing graduates. Results: The student nurses' overall expectations included the following top two prioritized aspects: 'contributing to something important' and 'adequate time to spend with patients'. Newly graduated nurses' clinical practice experiences demonstrated that not all expectations were met 1 year after graduation. The largest gaps were found in 'adequate time to spend with patients', 'work–life balance' and experiencing 'good management'. Conclusion: The most crucial expectation gaps are related to having sufficient time to spend with patients and a good work–life balance. The most important result is whether there is a shortage of places for nurses to work rather than the oft‐cited shortage of nurses. Implications for the Profession and/or Patient Care: The expectations of Swiss newly qualified nurses can be better met by an assessment in the first year about which individual perceptions of workplace characteristics cause them to make choices to change something about their work, affect their job satisfaction or influence their intention to stay. Impact: Few of the student nurses' expectations were met 1 year after graduation, therefore Swiss healthcare institutions should improve needs assessments to strengthen the nurse workforce starting early in employment. The results underscore the importance of a constructive management culture, such as that in magnet hospitals in the United States which underpins the philosophy of changing in nursing. The results can be used internationally as a benchmark and as a basis for introducing potential interventions for nurse retention. Reporting Method: This study was reported following the Standardized Reporting of Secondary Data Analyses Checklist. Patient or Public Contribution: There were no patient or public contributions. Trial and Protocol Registration: This study has not been registered. [ABSTRACT FROM AUTHOR]

Using Census microdata on 28,000 manufacturing plants, we examine how firms manage employee retention concerns. In response to reductions in the local unemployment rate, plants take additional steps beyond increasing compensation. First, plants adjust bonus architecture to ensure bonuses can be paid. Second, plants offer more agency to employees by deploying high-involvement work practices that generate longer-term commitment. Third, plants pull these retention levers less when they have high availability and use of data as this reduces the adverse effects of employee turnover on organizational knowledge. These results are robust to using the fracking revolution as a shock increasing firms' retention concerns. Additionally, we observe that although compensation increases tend to spill over to other plants within the same firm—aligning with theories of inequity aversion—adjustments to bonus architecture and the provision of employee agency do not, suggesting these may be more cost-effective strategies for multiplant firms. JEL Classifications: J63; M51; M54. [ABSTRACT FROM AUTHOR]

The post-pandemic economic uncertainty has profoundly affected the hotel sector, which was among the earliest casualties and continues to grapple with protracted recovery hurdles. This turmoil has taken a toll on the mental, emotional, and physical well-being of both current and former hotel workers, exacerbating employability issues in the broader tourism industry. This study, involving 36 participants (20 former hotel employees who left during the pandemic and 16 who remained employed), utilized interviews and thematic analysis to explore the role of Psychological Capital (PsyCap) components in the lives of these workers. The findings highlight the significance of enhancing employees' PsyCap to bolster their mental well-being, enabling them to navigate adversities, particularly in the post-pandemic era. Moreover, the study emphasizes the role of Social Capital in reinforcing and sustaining employees' PsyCap during crises, ultimately fostering organizational commitment. These results carry important implications for hotel organizations. To address pandemic-induced challenges, these entities should prioritize creating a supportive work environment that encourages employee retention during and beyond the pandemic. These measures can enhance organizational resilience and provide a competitive edge in addressing post-pandemic workforce challenges. [ABSTRACT FROM AUTHOR]

The purpose of this logistic regression study was to identify predictors of teacher-reported sustained use of data-based instruction (DBI) during the COVID-19 pandemic and assess the extent to which the identified predictors explained teachers' sustained use after completing programmatic support for intensive early writing instruction. We surveyed 58 teachers who participated in a professional development efficacy trial regarding their sustained use of DBI in writing. The model indicated a higher predicted probability of sustaining DBI for teachers who received the full treatment (tools, learning modules, and coaching for 20 weeks of intervention during their year of participation in the efficacy trial) compared to teachers in the control group who only received tools and learning modules at the end of their participation year. In addition, teachers who taught in-person were more likely to sustain compared to those who taught in remote or hybrid models, controlling for other variables. Furthermore, as the number of facilitators that teachers reported increased, teachers were more likely to sustain their use of DBI components, controlling for other variables. Further research could shed light on the relative impact of different types of facilitators and different levels of support. [ABSTRACT FROM AUTHOR]

Retention of skilled workers is essential for labour‐intensive organizations like hospitals, where an excessive turnover of doctors and nurses can reduce the quality and quantity of services provided to patients. Exploiting a unique and rich panel dataset based on employee‐level payroll and staff survey records from the universe of English NHS hospitals, we investigate empirically the role played by two non‐pecuniary job factors, staff engagement and the retention of complementary co‐workers, in affecting employee retention within the public hospital sector. We estimate dynamic panel data models to deal with reverse causality bias, and validate these estimates through unconditional quantile regressions with hospital‐level fixed effects. Our findings show that a one standard deviation increase in nurse engagement is associated with a 16% standard deviation increase in their retention; and also that a 10% increase in nurse retention is associated with a 1.6% increase in doctor retention, with this co‐workers' complementarity spillover effect driven by the retention of more experienced nurses. Nurse and doctor engagement is positively associated with managers who have effective communication, involve staff in the decision‐making process, and act on staff feedback; in particular, older nurse engagement is responsive to managers caring for staff health and wellbeing. [ABSTRACT FROM AUTHOR]

Although strategic entrepreneurship (SE) and strategic human capital are both crucial for competitive advantage, there is limited knowledge of how SE affects human capital levels within a firm. This study examines the relationship between SE and both employee recruitment and employee retention by drawing on an integrated framework of strategic human capital and incorporating a uniquely created direct construct for measuring SE's complete domain. Results from survey data of 576 UK-based small- and medium-sized firms indicate that SE is positively related to both employee retention and recruitment. We document the moderating effects of corporate reputation and competitive intensity on those relations. [ABSTRACT FROM AUTHOR]

Millennials and Gen Z now dominate the global workforce, each with distinct reward preferences influencing motivation and creativity. Understanding these distinctions is critical for improving employee retention and performance. This research aims to evaluate the efficacy of intrinsic and extrinsic rewards for both cohorts. The main goals are to determine reward preferences, examine the mediation effects of moral importance of work and learning attitudes, and assess their impact on creative performance. Using online survey, data were collected from 319 individuals in India and analysed using confirmatory factor analysis and structural equation modelling. Results show that while intrinsic rewards were not significantly related to the moral importance of work for either generation, extrinsic rewards were linked to moral importance only for Gen Z. Extrinsic rewards also had no significant impact on learning attitudes for Gen Z, but they did for millennials. Additionally, the moral importance of work was unrelated to creative performance for millennials, but it had a significant impact on Generation Z. By examining these dynamics, this study aims to provide insights into generational shifts in workplace values in the Indian context, highlighting implications for employee's creative performance that align with each generation's unique priorities and ethical considerations. [ABSTRACT FROM AUTHOR]

A textual analysis of PR News was conducted to understand the evolution of internship programs and explore how the industry articulates, rationalizes, and positions these workers as valuable sources of labor. This study featured articles about interns who were primarily participating in internships at colleges and universities in a U.S. context to consider the range of positions and professional development within the PR industry. A political economy of communication framework provides insights into potential exploitative working conditions and the dynamic power relationships between prospective workers and the organization. This relationship is constructed through trade publication texts that illustrate best practices for internship programs. In turn, interns may grant consent to potentially exploitative precarious work arrangements based on the specific conditions and perceived benefits at the worksite. This study argues that the PR industry began recruiting paid talent and developing skillsets until the economic recession led to a cost-benefit analysis of full-time entry-level workers. In addition, PR News discourses have the potential to create interoffice conflict when emerging workers adopt neoliberal motives to secure full-time employment but are confronted with internship programs rooted in administrative tasks. By understanding the texts that construct an emerging workforce, the PR industry can synergize development training programs, rather than contribute narratives that devalue both financially and professionally intern work. [ABSTRACT FROM AUTHOR]

Purpose: Recent graduates are an important source of talent among hired employees as they bring up-to-date knowledge into the organisation. Yet, organisations have difficulties retaining them and recognizing factors influencing their voluntary turnover, which may differ from those influencing voluntary turnover among tenured employees. For example, graduate employees need to adjust to a completely new context and develop their identity as professionals. Therefore, the current study presents a review of the factors influencing newcomers' voluntary turnover and turnover intentions. Design/methodology/approach: To explore the factors influencing the turnover intentions and behaviour of recently hired employees, we conducted a literature review of 57 articles from several databases for different disciplines. Findings: Our review identifies factors that influence turnover intentions and behaviour among recently hired employees and presents them in a model. The model identifies five categories of factors influencing turnover intentions and behaviour: pre-joining expectations, person-environment fit, the role of the supervisor, human resource (HR) practices and person-related factors. Practical implications: The model enhances the understanding of why new employees leave an organisation and shows how supervisors and HR practices play an important role in reducing voluntary turnover among newly hired employees. The article concludes with practical suggestions on how to retain these employees. Originality/value: While employee turnover has been studied extensively, this review focuses specifically on factors that influence the turnover intentions and behaviour of newcomers. We present these factors in a model that can be used to inform managerial practices to reduce turnover among newcomers. [ABSTRACT FROM AUTHOR]

Why you should read this article: » To understand the barriers to recruitment and retention in forensic mental health inpatient services » To learn how practice development can enhance the experiences of students and newly registered nurses » To find out more about how to offer effective preceptorship support to newly registered nurses. Recruitment and retention are pressing challenges in mental health nursing and there are specific barriers to recruitment and retention in forensic inpatient services. One inpatient forensic service in England sought to address these challenges through a preceptorship support project using practice development to engage with mental health nursing students and newly registered mental health nurses. Since the start of the project, 24 newly registered nurses have joined the service and a further 9 joined it in September 2024. Although it is not possible to determine a direct causal relationship, it would appear that the project has enhanced recruitment and retention. Mental health services experiencing recruitment and retention challenges could use a similar method to understand and address the barriers to working in their setting experienced by nursing students and newly registered nurses. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to explore the impact of peer recognition points (PRP) on employee engagement and motivation within organizations. It investigates whether PRP systems genuinely satisfy employees' need for appreciation and how they can be effectively implemented to enhance employee performance and retention. Design/methodology/approach: This study uses a comprehensive literature review and analysis of existing peer recognition platforms alongside case studies of organizations implementing PRP systems. Surveys and qualitative interviews with employees and HR professionals provide additional insights into the practical application and effectiveness of PRP. Findings: The research indicates that PRP systems significantly boost employee engagement and motivation by fulfilling the psychological need for recognition. Organizations with robust PRP programs experience lower voluntary turnover rates and higher employee satisfaction. The study also identifies and addresses potential challenges, such as lack of interest or shy employees, for implementing PRP systems effectively. Research limitations/implications: While the study offers substantial insights into PRP's benefits, it acknowledges the limitations of generalizability due to the primary focus on IT companies. Future research should examine a more diverse range of industries and consider long-term effects. Additionally, the study emphasizes the need for continuous monitoring and adjustment of PRP systems to sustain their effectiveness. Practical implications: The most important value of the paper is the actionable strategies provided for managers and organizations to integrate PRP into various work cultures and systems. These strategies focus on enhancing team morale and productivity, ensuring adaptability across different industries and organizational structures. The findings serve as a practical guide for fostering a more appreciative and motivated workplace culture. Social implications: By promoting a culture of recognition and appreciation, PRP systems contribute to a more positive and supportive work environment. This, in turn, can lead to improved employee well-being, job satisfaction and a sense of belonging, ultimately enhancing the overall social dynamics within the workplace. Originality/value: This paper contributes to the understanding of nonmonetary recognition strategies in HR management. It highlights the psychological benefits of peer recognition and provides practical recommendations for organizations seeking to improve their employee engagement through PRP systems. The findings offer valuable insights for HR practitioners aiming to foster a more appreciative and motivated workplace culture. [ABSTRACT FROM AUTHOR]

Background/Objectives: Canada's long-term care (LTC) sector is struggling with a significant staffing crisis related to shortages, high-turnover rate, and challenging working conditions. The COVID-19 pandemic exacerbated these issues and emphasized the need for improved mental health support for LTC staff. Understanding and addressing the wellbeing of staff is important for ensuring quality of care and promoting a positive work environment for a healthy workforce. This study explored staff experiences in Canadian LTC homes during the COVID-19 pandemic and offers staff-driven recommendations to support staff mental health and retention moving forward. Methods: We applied the Collaborative Action Research (CAR) methodology to explore practical strategies with LTC staff to inform actions for change. Sixteen staff members working in two large urban Canadian LTC homes were interviewed using remote videoconferencing and phone calls to conduct one-on-one interviews. Thematic analysis was performed. Results: Our analysis identified four themes: depletion, lack of support, providing resources and sense of community. The SUPPORT framework was created based on staff recommendations to improve LTC staff mental health and retention. Conclusions: Urgent attention is needed to support the LTC workforce through practice change and improved policy. The implementation of comprehensive frameworks such as SUPPORT can play a pivotal role in fostering staff resilience, enhancing job satisfaction, and promoting a healthy workforce for aged care. [ABSTRACT FROM AUTHOR]

Purpose: Healthcare workforce shortages, particularly in rural areas, present a global challenge. The purpose of this study is to explore the leadership dynamics within federally qualified health centers (FQHC) in rural Oklahoma, focusing on recruitment, retention, job satisfaction and development practices. Design/methodology/approach: Eighteen managers with five or more years of tenure from Oklahoma FQHCs were interviewed. Leadership's role in influencing job satisfaction, recruitment, retention and development practices was analyzed using a multilevel ecological framework through qualitative content analysis with NVivo. Findings: The analysis includes ten key themes including the critical role of leadership in addressing recruitment and retention challenges, the importance of aligning organizational culture, rural culture, access challenges, trainings and values with workforce development initiatives, and the impact of leadership practices on job satisfaction. Originality/value: This study uniquely examines leadership strategies in rural FQHCs, integrating ecological considerations for cultural, logistical and community-specific factors. It emphasizes the pivotal role leadership plays in shaping workforce development. As rural healthcare evolves, refining these approaches is crucial for addressing workforce challenges, improving healthcare access and ensuring that rural FQHCs remain sustainable, driving positive outcomes for healthcare professionals and communities. [ABSTRACT FROM AUTHOR]

The sociodemographic makeup of the professoriate in health and healthcare has been shown to have direct implications for graduation rates among minoritized populations, diversity in healthcare, the prevalence of health equity scholarship, and population health broadly. Black women academics, who navigate higher education as members of two minoritized groups, need to be intentionally recruited and retained using tailored approaches. Given the historical and ongoing dearth of Black women faculty in health and healthcare, and the mounting literature on health equity highlighting the benefits of Black women representation in healthcare, I propose an approach to the recruitment and retention of Black women using a Black feminist theory. This conceptual framework outlines barriers to recruiting and retaining Black women faculty, as well as culturally tailored and gender-specific means to mitigate them, to create a safe space for Black women scholars to seek employment and thrive once they are there. [ABSTRACT FROM AUTHOR]

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Introduction: Generational diversity in nursing has introduced new challenges, for nurse managers and practice environments, in addressing both the nurses' and clients' needs and organizations' social and health policies. The organizational climate encourages professionals to preserve positive practice environments, which promotes a healthy coexistence between generations, respecting their distinctive characteristics and values, with the essential purpose of ensuring the team's effectiveness and the organization's success. Objective: To map the available scientific evidence on the generational diversity of nurses in professional practice environments. Methods: Scoping review, according to the Joanna Briggs Institute proposed methodology. The search used the PCC (Population, Concept and Context) framework to locate both published and unpublished studies, with no time or language limitations. Results: Thirty-two studies analysed different aspects from a generational diversity perspective, such as job satisfaction, organizational commitment, engagement, stress and burnout, work-related values and attitudes, turnover and retention. Although the findings differ, it's undeniable that each generation has a unique and valuable role, and it's essential to promote an effective balance between generations to build a diverse workforce capable of adapting to different challenges in professional contexts. Conclusion: Organizations should acknowledge the importance of creating inclusive professional practice environments, where both current and future generations can contribute to providing quality care. This requires integrating strategies adapted to generational diversity and adopting a more flexible leadership style. Organizations should foster the challenges of an increasingly diverse society and reflect the generational diversity of nurses, providing truly inclusive and equitable care. [ABSTRACT FROM AUTHOR]

Purpose: The purpose is to examine the connection between leadership and its proximal and distal outcomes on employee, team and organization-level outcomes. As a more practical endeavor, a leadership measurement is constructed and validated. Design/methodology/approach: The study takes a quantitative approach, statistically analyzing 301 online survey responses to a survey of leader attributes and their organizational impacts. Findings: This study shows that the impact of leadership is associated more with actionable behaviors than personality traits. More specifically, leader success leans on leader dependability, management mode, emotive skills and coaching style, which relate to organizational outcomes. Additionally, preventative conflict management belongs to immediate supervisory foci, whereas already escalated conflicts ought to be outsourced to e.g. HR. Further, the findings verify that management is even more about communication than previously understood. Interestingly, employee satisfaction does not predict willingness to stay and is therefore irrelevant as a predictor of employee retention. This verifies the role of satisfaction as a proximal outcome and a post-goal state. Finally, the role of psychological safety is incoherent and equivocal in relation to organizational outcomes. Practical implications: As a practical ramification, we devise an instrument, the Leadership Impact Inventory, for (1) diagnosing the quality and effect of organizational leadership in an easy-to-adopt, cost-effective and quick manner and (2) analyzing the influence of various leadership dimensions on satisfaction and goals on individual, team and organizational levels. Originality/value: This study expands the earlier body of research on leader influence to factors promoting not only proximal outcomes that are typically post-goal states but also distal outcomes. Further, it examines outcomes on all organizational levels, as an extension to prior studies which are typically limited to the entire organization. Finally, the study does not explore leadership as a force or process separate from culture but rather appreciates their synergy through the inclusion of cultural features. This is achieved by monitoring leader success with such subjective aspects describing employee experience and organizational culture that are associated with follower performance. [ABSTRACT FROM AUTHOR]

Purpose: This study is the maiden attempt to understand the effect of specific human resource practices (HRPs) on employee retention (ER) with the mediation of job satisfaction (JS) and moderation of work experience (WE) and job hopping (JH) in the context of the textile industry. Design/methodology/approach: This study adopted a quantitative methodology and applied quota sampling to gather data from employees (n = 365) of leading textile companies in India. The conceptual model and hypotheses were tested with the help of Partial Least Squares-Structural Equation Modelling (PLS-SEM). Findings: The findings of a path analysis revealed that compensation and performance appraisal (CPA) have the highest impact on JS followed by employee work participation (EWP). On the other hand, EWP had the highest impact on ER followed by grievance handling (GRH). The study revealed that JS significantly mediates between HRPs like CPA and ER. During Multi-group analysis (MGA) it was found that the importance of EWP and health and safety (HAS) was more in employee groups with higher WE, but it was the opposite in the case of CPA. In the case of JH behavior, the study observed that EWP leads to JS in loyal employees. Similarly, JS led to ER, and the effect was more pronounced for loyal employees. Originality/value: In the context of the Indian textile industry, this work is the first attempt to comprehend how HRPs affect ER. Secondly, it confirmed that JS is not a guaranteed mediator between HRPs and ER, it could act as an insignificant, partial or full mediator. Additionally, this study establishes the moderating effects of WE and JH in the model through multigroup analysis. [ABSTRACT FROM AUTHOR]

Background: Nurses in long-term care (LTC) and home and community care (HCC) are well acquainted with the high workloads and manifold job stressors that pervade these sectors, making it increasingly difficult to employ and retain a strong workforce. In response, nursing bridging education programs have been proposed to enhance recruitment and retention. While the efficacy of such programs is supported, the transition to practice experience of new nurse graduates is often associated with feelings of under-preparedness. Understanding the lived experience of nurses transitioning into new roles in LTC and HCC after completing a bridging program may highlight areas of emphasis for future retention efforts. Methods: Hermeneutic phenomenology was employed to explore the experiences of new graduate Registered Practical Nurses (RPNs) and Registered Nurses (RNs) from a tuition reimbursement program supporting students enrolled in nursing bridging education from Personal Support Worker (PSW) to RPN/RN and/or RPN to RN in Ontario as they transitioned to practice within LTC and HCC. A series of in-depth semi-structured virtual interviews and iterative analysis explored the meaning of everyday experiences for nurse participants. Results: From twenty individual interviews (12 initial, 8 follow-up), the experience was embedded in a sense of fulfillment, further considered through four themes – benevolence; growth, eagerness, and anticipation to learn; building from within; and work-life balance. Discussion: This is the first phenomenological study to report on the meaning of the experience of transitioning to practice for new graduate nurses from bridging education programs as they (re)enter the workforce in LTC and HCC, offering rich insight into their experiences when moving into new roles. Conclusions: By illuminating the nuances of this experience, the findings may encourage healthcare leaders to develop helpful policies, strategies, and workplace cultures in LTC and HCC that might better promote the recruitment and retention of nurses in these sectors. [ABSTRACT FROM AUTHOR]

Background: Nurse shortage has become an ongoing and urgent problem worldwide. The high turnover rate of new nurses, who are the primary backup personnel for the nursing force, exacerbates the possibility of this situation. Transition shock has been demonstrated to be critical in influencing new nurses' retention intention. However, the mechanisms underlying this impact remain unclear. Objectives: This study aims to explore transition shock's effect mechanism on retention intention among new nurses, and to clarify the career calling's mediating role and the resilience's moderating role in this relationship. Methods: This is a multicenter cross-sectional study. From January 28 to February 20, 2024, an online questionnaire survey was administered among 739 new nurses from 11 hospitals in Shanxi Province, China, using convenience sampling. The survey included a demographic information questionnaire, the Transition Shock of Newly Graduated Nurses Scale, the Medical Staff Resilience Scale, the Career Calling Scale, and the Nurses' Intention to Stay Scale. The data were analyzed using descriptive analysis, Pearson correlation analysis, and the PROCESS Macro Model 4 and 7 for the regression. Results: Transition shock was significantly negatively correlated with retention intention (p < 0.001). Career calling played a partial mediating role between transition shock and retention intention, accounting for 63.53% of the total effect. Further, resilience moderated transition shock's effect on career calling; thereby, a moderated mediation model was developed. Conclusions: Transition shock reduces retention intention by decreasing new nurses' levels of career calling, while resilience moderates this mechanism. Nursing managers can adopt measures to increase retention intention among new nurses by reducing their transition shock and enhancing their career calling education and resilience training. Trial and protocol registration: This study was registered with the Chinese Clinical Trial Registry (http://www.chictr.org/cn/) under the following ID: ChiCTR2400080373. [ABSTRACT FROM AUTHOR]

Background: Nurse staffing remains an ongoing issue in healthcare worldwide. However, a Dutch urology ward has hardly any staffing difficulties. Nevertheless, it remains challenging to grasp what exactly is the success formula of the ward. Investigating a practical example of a successful ward will facilitate a deeper understanding of the application of current knowledge. Furthermore, novel concepts offer potential solutions to current problems. There is a need of putting the knowledge into practice. Objective: The objective is to identify the factors that contribute to the success of the urology ward in engaging, binding, and retaining nurses, to provide practical insights and opportunities for other wards. Methods: The Dutch Model for Excellent Care forms the basis of a prospective, qualitative research study with focus groups. Twelve nurses were divided into three focus groups, based on work experience. They were asked about why they love working on the ward. Analysis was performed using Braun and Clarke's method for thematic analysis. Emerged themes were presented, substantiated by quotes. Results: Four themes and twelve subthemes became apparent: (a) Supportive structures: nursing governance, professional development, and quality of leadership. (b) Optimal work environment: working with skilled nurses, a professional relationship with physicians and professional autonomy. (c) Team culture: feeling seen, good ambiance, and equality. (d) Specialty of urology: variation in work, workload, and the type of patient. Conclusions: Nurses are uniquely positioned to provide invaluable insight into their needs. They illuminated the crucial importance of fostering a work environment that prioritizes both professional as well as personal needs. [ABSTRACT FROM AUTHOR]

Objective: Attrition of women health care professionals is high, threatening patient care and advances in health care sciences. Women health care professionals have often reported experiencing challenges in the workplace that lower their sense of belonging and may precipitate their attrition. The current study sought to identify dimensions of workplace belonging in women health care professionals and to determine the relative strength of association of these belonging dimensions with intent to leave (ITL) their institution. Methods: Attendees of a continuing education course on women's leadership skills in health care were surveyed about their ITL and workplace belonging experiences. Dimensions of workplace belonging were identified by factor analysis. The strength of association between ITL and each workplace belonging dimension, as well as their relative strengths of association, were assessed in ordinal regression analyses. Results: Women comprised 99% of survey participants. Three dimensions of workplace belonging were identified: "institutional culture," "interactions with supervisor," and "interpersonal relationships." More frequent experiences of support in any of the three belonging dimensions associated strongly with lower ITL. When all three belonging dimensions were considered simultaneously, ITL remained strongly related with experiences of a supportive "institutional culture" (odds ratio 0.41, p < 0.0001), while it became much less strongly related with supportive experiences in the other two dimensions. Conclusions: These findings suggest a dominant role of institutional culture in attrition risk in women health care professionals. Interventions that foster an institutional culture of diversity, opportunities for career advancement, and inclusivity might be effective in improving retention of women health care professionals. [ABSTRACT FROM AUTHOR]

The role of talent management is to ensure that employees' special skills and talents are identified, and that the right jobs are assigned along their career paths. This study examines the relationship between talent management and employee retention within the Saudi Arabia government sector, specifically among civil service employees working for the Saudi government. A sample size of 440 participants was used in the study. The results revealed that talent management practices are positively related to employee retention. These findings highlight the importance for organizations, especially in the public sector, to implement effective talent retention strategies to retain their most skilled employees over the long term. This research contributes to closing the existing gap in understanding talent management and retention within the context of Saudi Arabia's civil service sector. [ABSTRACT FROM AUTHOR]

Aim: To examine the main effects and interaction effects of outcome expectations (e.g., anticipated satisfactory salary and benefits), nurse identity (a sense of membership in the nursing profession), and information‐access efficiency of the electronic medical record system (how the system enables nurses to quickly retrieve the needed information) on nurses' retention. Design: This study uses a cross‐sectional survey and adopts proportionate random sampling to recruit a representative sample of nurses of a medical centre in Taiwan. Methods: This study successfully obtained completed questionnaires from 430 nurses during December 2021 to January 2022. Data are analysed by using hierarchical regressions. Results: Positive outcome expectations and identification as a member in the nursing profession are associated with retention. Information‐access efficiency strengthens the link between outcome expectations and retention, while nurse identity weakens this link. Conclusion: Outcome expectations can help retain nurses, particularly those who perceive high levels of information‐access efficiency and possess weak nurse identity. That is, outcome expectations have a complementary role with nurse identity in retaining nurses. Implications for the Profession: Nurse managers should devise means to build positive outcome expectations for nurses. In addition, either strengthening nurses' identification with the nursing profession or improving the information‐access efficiency of the electronic medical system may also help retain nurses. Impact: This study examined how to transform outcome expectation to nurse retention, offering nurse managers to devise new means to retain nurses. Reporting Method: STROBE statement was chosen as EQUATOR checklist. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

Aim(s): The aim of this study is to understand factors that challenge retention and support nurses to stay in general practice. Background: One in four general practice nurse positions in England expected to be left unfilled within the next 10 years. Cultural and structural issues associated with working in general practice have been linked with nurses leaving general practice, re‐evaluating their professional futures, adjusting work‐life balance and bringing forward retirement. This has implications for the future of the general practice nursing workforce and patient care more broadly. Design: Exploratory qualitative interview study funded by the General Nursing Council Trust for England and Wales. University of York ethics approval (Ref: HSRGC/2023/586/A) was gained in September 2023. The study will be conducted between September 2023 and August 2024. Methods: Qualitative interviews will be conducted with a range of nurses working in, or who have worked in, general practice as well as nurse leaders associated with general practice across England and Wales. Recruitment will be via professional and social media networks and snowballing techniques. We aim to purposively recruit 30–40 participants for maximum variation. Cultural and structural influences which may contribute to retention decisions will be explored. Data will be analysed following framework analysis. Discussion/Conclusion: This study will explore how underpinning cultural and structural issues may impact on retention of this highly skilled professional group and identify factors to support retention. Implications for the Profession and/or Patient Care: By exploring factors that support or discourage nurses to remain in general practice, retention strategies can be better planned on order to address the general practice nursing workforce crisis. Impact: What problem did the study address? This study will address the retention crisis in nursing in general practice by exploring how cultural and structural issues may impact on retention of this highly skilled professional group and identify factors to support retention. Where and on whom will the research have an impact? From the study findings, recommendations will be developed to inform future policy and practice. Key factors to address attrition will be generated to support employers and policy makers in future primary care workforce planning, as well as supporting nurses, at an individual level, in negotiating their roles in practice. Reporting Method: Standards for Reporting Qualitative Research (O'Brien et al., 2014). Patient or Public Contribution: As this is a workforce study protocol, there is no patient or public contribution. [ABSTRACT FROM AUTHOR]

Aim: To identify key factors that influence personal care workers' (PCW) intention to stay in residential aged care (RAC). Background: PCWs are the 'backbone' of providing direct care in RAC settings. The well‐being of older people hinges upon their dedication and commitment; thus, enhancing their intention to stay is a priority to reduce turnover and ensure continuity of care. Methods: Six databases were searched for articles focusing on factors influencing PCWs' intention to stay in RAC. Studies were independently assessed for quality using the Joanna Briggs Institute Methodology for systematic review tools. Reporting of the results followed the PRISMA guidelines. Findings: Eight articles published between 2010 and 2022 were included. The key issues were categorized as: (a) sociodemographic characteristics; (b) psychological factors; (c) workplace factors and (d) job satisfaction. Older age, being married and immigration status were positively associated with intention to stay. Work stress and burnout contributed towards demotivation, while a supportive and engaging organizational culture that recognized workers' contributions and provided appropriate remuneration and benefits, enhanced job satisfaction and retention. Conclusion: This review affirms the complexity of the decision‐making process influencing workers' intention to stay. A comprehensive understanding of the interplay of these factors and the personal and sociocultural challenges faced by PCWs is essential to design strategies to provide support and enhance job satisfaction and retention. Implications for Aged Care: This review showed that support from the organization is critical in improving PCWs' intention to stay in aged care. Given the interconnectedness of a range of key factors, decision‐makers need to address modifiable factors holistically. Including PCWs in planning retention strategies could be the missing link in tailoring interventions towards workforce retention. Impact: Personal, psychological and workplace factors alone and in combination influence personal care workers' intention to stay in residential aged care (RAC).The interrelationships among the factors impacting PCWs' intention to stay are complex, wherein a change in one often influences other factors.Addressing the causes of psychological stress, improving workplace culture and understanding their interrelationships provide a foundation for co‐designing strategies to promote intention to stay among PCWs in RAC. Reporting Method: The authors have adhered to relevant EQUATOR guidelines PRISMA. No Patient or Public Contribution: This integrative review is conducted with no involvement or contribution from patients or the public. [ABSTRACT FROM AUTHOR]

Aims: To understand factors influencing nurse manager retention or intention to leave, develop a preliminary theoretical model and identify strategies and interventions for workforce planning. Design: Systematic review update of literature with integrated design of mixed research synthesis. Methods: We included peer‐reviewed articles examining factors influencing retention or intention to leave for front‐line, middle or patient care nurse managers. Authors independently screened articles for inclusion and assessed included articles for quality. We adhered to a convergent synthesis approach. Data Sources: Nine databases included MEDLINE, EMBASE, PsychINFO, CINAHL Plus with Full Text, ERIC, Health Source Nursing/Academic Edition, Scopus, ProQuest Dissertations and Theses and LILACS in January 2023. Results: Thirty‐five studies published between 1990 and 2022, 22 quantitative and 13 qualitative or mixed methods, were included. 155 factors influencing nurse manager retention, intention to stay, or turnover were reported. Job satisfaction was most frequently examined (n = 7), followed by factors such as empowerment (n = 3), decision‐making (n = 3) and resilience (n = 2). We developed a preliminary theoretical model demonstrating staff relations and leadership, organizational and job characteristics, socio‐demographics, personal characteristics, well‐being and nurse manager relationship with work influence managers' intention to stay or to leave. Conclusions: Nurse managers who were empowered, satisfied with their work, received constructive feedback and found meaning in their roles showed greater intent to stay. Implications for the Profession and/or Patient Care: Nurse administrators can ensure managers are provided with authority to make decisions that promote autonomy. Work cultures that allow for regular meaningful constructive feedback from staff and leaders may contribute to nurse managers feeling valued. Impact: Understanding factors that influence job retention or intention to leave may help nurse managers and their supervisors identify areas for strategy and intervention design to ensure sustainability of this workforce. Reporting Method: PRISMA 2020 Guidelines. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

Purpose: The article presents an original methodology for assessing employee predispositions to three types of work: manual, manual-machine, and automatic. The aim of the methodology is to reduce employee turnover and improve retention in manufacturing companies. Design/methodology/approach: The study was conducted on a group of 31 newly employed people in a manufacturing plant in Poland, of whom 11 employees resigned within the first 30 days of employment. The results of the predisposition assessment were analyzed to identify the factors that influence an employee to quit. Findings: The conclusions indicate that employees with lower predisposition assessment results were more likely to leave the company, while higher results were correlated with greater retention. The original methodology for assessing predispositions, including various aspects of manual, sensory, and logical-analytical work, aims to better match employees to appropriate positions. Practical implications: The proposed methodology can be applied by HR and production managers to improve hiring and retention in manufacturing. By assessing employee predispositions early on, companies can match individuals to roles better suited to their skills, potentially leading to higher job satisfaction, lower turnover, and reduced recruitment costs. This approach also aids in identifying employees more likely to succeed in specific environments, facilitating better workforce planning. Originality/value: This unique methodology contributes to improving job satisfaction and reducing turnover costs by aligning employee predispositions with suitable job roles in manufacturing environments. [ABSTRACT FROM AUTHOR]

Objective: This study aims to develop a comprehensive chief executive officer (CEO) retention model for Australian hospitals, addressing high turnover rates by integrating key retention strategies to promote organisational stability and enhance patient care. Methods: The study employed a sequential exploratory design with four stages: a scoping review, qualitative interviews, a quantitative survey, and comprehensive data analysis. The scoping review examined existing literature on CEO turnover and retention. Qualitative interviews with 14 Australian hospital CEOs provided in-depth insights. A quantitative survey with 51 CEOs validated the findings. Data triangulation ensured a robust and contextually relevant model aligned with Transformational Leadership Theory and a systems approach. Results: Five key factors influencing CEO retention were identified: mutual respect and clear roles between CEOs and boards, fostering a positive organisational culture, competitive rewards, robust recruitment and retention practices, and ongoing professional development and mentorship. The model emphasises a supportive environment, equitable compensation, effective succession planning, and leadership development. Findings indicate a holistic approach addressing both professional environment and personal growth is essential for improving CEO retention rates. Conclusions: The CEO retention model provides practical solutions to reduce turnover and enhance stability in Australian hospitals. By incorporating Transformational Leadership Theory and a systems approach, the model offers a comprehensive framework that addresses the multifaceted nature of CEO retention. Future research should refine these strategies and explore their applicability in different healthcare settings to further enhance effectiveness. What is known about the topic? High chief executive officer (CEO) turnover in hospitals leads to instability, financial costs, and disruptions in patient care. Effective retention strategies are essential but often lack comprehensive, context-specific models. What does this paper add? This paper presents a tailored CEO retention model for Australian hospitals, integrating mutual respect, organisational culture, competitive rewards, recruitment practices, and professional development, aligned with Transformational Leadership Theory. What are the implications for practitioners? Practitioners can use this model to implement comprehensive retention strategies, enhancing organisational stability and reducing CEO turnover in hospitals. [ABSTRACT FROM AUTHOR]