Authors : R. N. Ingabire Clementine; John Peter Ndikubwimana; Dr. Niyomugabo Aloys; Emanuel Ndahiro Manirafasha; Mukasine Anne Marie; Ishimwe James; Eliab Mwiseneza; Olive Mukanshimiyimana

Volume/Issue : Volume 10 - 2025, Issue 10 - October

Google Scholar : https://tinyurl.com/3jmee5rs

Scribd : https://tinyurl.com/2uf2c79u

DOI : https://doi.org/10.38124/ijisrt/25oct1537

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Note : Google Scholar may take 30 to 40 days to display the article.

Abstract : The persistent shortage and turnover of nurses remain significant challenges within Rwanda’s healthcare system, particularly in district hospitals. This study explored factors influencing nurses’ retention and motivation, aiming to identify effective strategies for sustaining a stable and committed nursing workforce. A descriptive quantitative design was employed with a sample of 83 nurses from Gisenyi District Hospital. Data were collected through structured questionnaires and analyzed using SPSS version 21, with findings presented in frequencies and percentages. Results revealed that the majority of respondents emphasized the need to improve physical working conditions (61.4% agreed; 34.9% strongly agreed), human resource management (51.8% agreed; 43.4% strongly agreed), and transparency (60.2% agreed; 66.3% strongly agreed). Furthermore, opportunities for professional advancement (50.6% strongly agreed) and peer support (50.6% strongly agreed) were highlighted as key motivational factors. Participants also called for enhanced living conditions, increased staffing, and salaries aligned with educational qualifications. The study concludes that improving workplace conditions, leadership practices, and professional development opportunities are critical strategies for nurse retention in Rwanda. It recommends that healthcare managers and policymakers implement targeted retention programs to foster motivation and reduce turnover among nurses.

Keywords : Nurse Retention, Motivation, Rwanda, Workforce Management, Hospital Working Conditions.

References :

1. Aiken, L. H., Clarke, S. P., Sloane, D. M., Sochalski, J., & Silber, J. H. (2002). Hospital nurse staffing and patient mortality, nurse burnout, and job dissatisfaction. JAMA, 288(16), 1987–1993. https://doi.org/10.1001/jama.288.16.1987
2. Booyen, L. (1998). The influence of leadership style on team effectiveness. South African Journal of Human Resource Management, 16(1), 13–22.
3. Bowin, R. B. (1987). Human resource management: An experiential approach. Prentice Hall.
4. Candice, L. (2009). Retention strategies for the nursing workforce: A global perspective. Journal of Nursing Management, 17(3), 247–256. https://doi.org/10.1111/j.1365-2834.2009.00969.x
5. Delobelle, P., Rawlinson, J. L., Ntuli, S., Malatsi, I., Decock, R., & Depoorter, A. M. (2010). Job satisfaction and turnover intent of primary healthcare nurses in rural South Africa: A questionnaire survey. Journal of Advanced Nursing, 67(2), 371–383. https://doi.org/10.1111/j.1365-2648.2010.05496.x
6. Donner, G. J., & Wheeler, M. M. (2001). Career planning and development for nurses: The time has come. International Nursing Review, 48(2), 79–85.
7. Dwivedi, A. (2013). Continuing professional development: An approach to retaining nurses. Nursing Standard, 27(49), 49–55.
8. Habagusenga, J. (2012). Challenges of retaining nurses in Rwanda’s district hospitals. Rwanda Journal of Health Sciences, 1(1), 25–32.
9. Huston, C. J., & Marquis, B. L. (1989). Leadership roles and management functions in nursing: Theory and application. Lippincott Williams & Wilkins.
10. Hwang, W. J. (2009). Migration patterns of healthcare professionals: A global perspective. Health Policy, 90(1), 1–8.
11. Jones, C. B., & Gates, M. (2007). The costs and benefits of nurse turnover: A business case for nurse retention. Online Journal of Issues in Nursing, 12(3), 4.
12. King, K. (2001). Developing nurses' careers: A framework for planning. Nursing Management, 8(5), 22–27.
13. Kirsch, J. (1988). Reward systems and staff motivation in nursing organizations. Journal of Nursing Administration, 18(3), 23–29.
14. Korman, A. K., Glickman, A. S., & Frey, W. R. (1981). Industrial and organizational psychology. Prentice Hall.
15. Laureen, H., Sarmiento, T., & Maslach, C. (2006). Workload and job dissatisfaction among nurses: A cross-national perspective. International Journal of Nursing Studies, 43(5), 513–525.
16. Leiter, M. P., & Maslach, C. (2009). Nurse turnover: The mediating role of burnout. Journal of Nursing Management, 17(3), 331–339.
17. Manning, M. L., Davidson, M., & Manning, R. (2005). Interpersonal relationships and job satisfaction among nurses. Journal of Nursing Management, 13(4), 277–285.
18. Maud, S., Blegen, M., & Aiken, L. (2013). Job dissatisfaction and turnover among European nurses. International Journal of Nursing Studies, 50(2), 174–182.
19. Module, A., & Olabis, K. (2014). Human resources challenges in Nigerian healthcare: The case of nurses. African Journal of Health Management, 1(2), 33–40.
20. Momanyi, G. O., & Kaimenyi, J. K. (2015). Factors affecting retention of nurses in rural Kenya: A cross-sectional study. International Journal of Scientific Research and Innovative Technology, 2(11), 57–64.
21. Peters, T. J., & Waterman, R. H. (1982). In search of excellence: Lessons from America’s best-run companies. Harper & Row.
22. Radzik, S. (1985). Leadership and morale in nursing units. Nursing Outlook, 33(3), 148–152.
23. Robson, J., & Barnett, T. (2007). Continuing professional development in nursing: Barriers and benefits. Nurse Education Today, 27(4), 364–372. https://doi.org/10.1016/j.nedt.2006.05.012
24. Tourangeau, A. E. (2010). Nurse retention: What matters most and what can be done? Journal of Nursing Management, 18(1), 49–62.