ISSN: 2222-6990
Open access
Background: Despite the strides made in the healthcare sector in Kenya, the country is still bedevilled by nurses’ shortage arising from high turnover rates particularly in public hospitals. The purpose of this study is to investigate the factors contributing to occupational turnover among nurses in Kenya. Methods: Descriptive research design, was used to collect data from 274 nurses using a questionnaire-based survey on the basis of systematic random sampling technique. Results: The overall correlation results showed that those who were dissatisfied with working conditions were more likely to have intent to leave (r= .391, p<0.001). Further, findings revealed that those who felt dissatisfied with the training and development policies were more likely to have intention to leave (r= .398, p<0.001). It was also established that those who felt dissatisfied with pay and benefits were more likely to have intention to leave (r= .513, p<0.001). Finally, the study established that those who felt dissatisfied with the way management support to staff, were more likely to have intention to leave MTRH (r= .493, p<0.001). Practical Implications: The need to reduce turnover rates among nurses remains paramount. Unless sufficient numbers of nurses are recruited and retained within the nursing profession, provision of quality health care services and patient care will be hampered. Thus, hospital management should devise effective strategies to curb the rising turnover rates among healthcare workers. Conclusion: Turnover among healthcare professionals has been attributed to discontent with work related factors. Hospital management could create and maintain a healthy environment with resources that nurses need to use during the provision of care, address the effects of the staff turnover.
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In-Text Citation: (Carolyn et al., 2021)
To Cite this Article: Carolyn, S. J., Fred, N. O., Sally, M., & Aruasa, W. (2021). Exodus of Healthcare Professionals: Antecedents of Occupational Turnover Among Nurses in Kenya. International Journal of Academic Research in Business and Social Sciences, 11(2), 695–716.
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