HIV Pre-Exposure Prophylaxis Uptake and Continuation Among 15-24-year-old Women in Mulago, Uganda

Employee turnover remains a significant business concern for Hawaiian health care organizations. Health care organization leaders are concerned about employee retention because of its implications for organizational effectiveness and the continuity of customer care. Grounded in Herzberg’s two-factor theory, the purpose of this qualitative pragmatic inquiry was to identify and explore successful strategies used by eight purposively selected health care leaders in Hawaii to improve employee retention. Thematic analysis of semistructured interview data and public organizational documents revealed six themes: (a) competitive compensation and benefits, (b) professional development and training, (c) recognition and rewards, (d) work–life balance and flexibility, (e) effective leadership and communication, and (f) employee engagement and support systems. A key recommendation for health care organization leaders is to implement an integrated retention framework that aligns compensation equity, leadership development, and structured growth opportunities. The implications for positive social change include the potential to enhance the workforce stability of health care organizations, which can potentially lead to improved patient outcomes, particularly for patients, their families, and underserved populations.