Why do nurses stay?
This project began with a practical question from the Chief Nursing Officer of a rural health network: why did some nurses leave, only to seek a return? Rather than begin with turnover alone, I investigated the experiences of nurses who remained.
Working with RuralCare (pseudonym), a multi-state Federally Qualified Health Center network, I explored how professional confidence, family life, community connections, organizational support, and a sense of mission intersect in decisions to stay.
Research across a network serving Arkansas, Mississippi, Kentucky, and Tennessee. Organizational and participant identities are protected.
Six domains of staying
Four domains were adapted from earlier rural-provider retention research; two additional domains—organizational support and value congruence—emerged from the nurse data.
Confidence & autonomy
Earned competence, trusted judgment, and the reassurance of dependable teammates.
Lifestyle alignment
Compatibility between rural life, family rhythms, and professional expectations.
Community embeddedness
Proximity to home and the overlapping worlds of patients, neighbors, and family.
Civic involvement
Connections formed through schools, community events, outreach, and service.
Organizational support
Flexible leadership, mentorship, predictable schedules, and opportunities to grow.
Value congruence
A meaningful fit between personal commitments and care for underserved communities.
Listening first. Testing patterns next.
Phase 1 — Qualitative interviews
Twelve semi-structured interviews with nurses employed for at least two years. Interview transcripts were coded in MAXQDA, combining literature-derived domains with emergent themes. Fieldnotes informed follow-up questions and survey design.
Phase 2 — Organization-wide survey
Interview insights informed a Qualtrics survey distributed across a workforce of more than 600 nurses. Ninety-eight valid responses were analyzed in SPSS through descriptive statistics, cross-tabulations, and visual comparisons.
Research safeguards: IRB approval, informed consent, HIPAA compliance arrangements, anonymized research records, and confidentiality protections were part of the project.
What the data revealed
Proximity mattered
In the survey, 82% of respondents lived within 30 minutes of their clinic. Working close to home eased practical burdens while also reinforcing ties to the communities they served.
Descriptive survey results, n = 98.
Relationships mattered
Team and supervisory relationships were important for many, though not universally. Some nurses reported limited support, and those anticipating departure often described greater friction.
Rated “very important” or “#1 reason” for staying; n = 98.
Comparisons among respondents intending to stay, leave, or remaining uncertain suggested differences in how nurses experienced organizational belonging, recognition, and opportunities for advancement. These exploratory comparisons did not yield statistically significant results and should not be treated as predictive evidence.
Turning insight into useful questions
Recognize experience
Examine how mentorship, career development, and recognition might support nurses whose expertise exceeds what formal advancement structures currently reward.
Protect workable routines
Understand the practical value of predictable scheduling, supervisor flexibility, and the ability to manage family responsibilities.
Make mission tangible
Connect everyday nursing work to the organization’s purpose without assuming that every employee experiences that mission in the same way.
Consider rural infrastructure
Account for childcare, transportation, commute distances, and educational access rather than treating retention as an individual attitude alone.
After the findings were presented, the Chief Nursing Officer raised the possibility of reviving a previously shelved nurse-mentor program—an example of research informing organizational reflection, not a claim that the study proved an intervention effective.
Applied research with practical reach
Peter K. New Student Research Competition
Second place · Society for Applied Anthropology
Research submitted to the 2025 competition; award recognition received in 2026.
The project demonstrates how applied anthropology can help an organization see patterns that may be difficult to recognize through administrative metrics alone. Its value lies not in providing a universal formula for nurse retention, but in making the social and organizational conditions of staying more visible.
Research by Pragart T. Henderson, M.S. · RuralCare is a pseudonym. This page is a portfolio summary of original graduate research, not a peer-reviewed journal publication. The full manuscript can be linked here once its public-release version is approved.
