Relationship Between Self-Determination and Employee Retention

Retention of registered nurses (RNs) is essential to the sustainability of quality health care services. More than 55% of hospitals in the United States have not translated retention initiatives into a formal retention strategy. The purpose of this study was to examine the relationship between training programs, new hire onboarding processes, frozen positions, and nurse retention. The self-determination theory was the theoretical framework for this study. Secondary data were collected from the 2016 Texas Hospital Nurse Staffing Survey. Data were analyzed using multiple linear regression. The results of the multiple linear regression were statistically significant, with F(3, 251) = .602, p \u3e .001, R2 = .007. Although the model is significant, length of residency/internship/fellowship, length of new employee training, and total number of direct resident care RN positions frozen does not add significant predictive value to turnover. The results of the multiple linear regression produced correlation of the independent variables with the dependent variable of nurse turnover. Length of residency/internship/fellowship was positively correlated with RN turnover rate at .025, length of new employee training was negatively correlated at .072, and total number of direct resident care RN positions frozen was negatively correlated at .012. The findings of this study might influence positive social change by providing insights into length and content of programs and the effect of understaffing on retention of RNs. An increase in retention of RNs might contribute to improved hospital reputation, financial capability, and organizational balance leading to a positive effect on the economy, sustainability, and quality of life of the surrounding community