The nursing profession is undergoing a significant transformation, heavily influenced by various factors affecting turnover intention. A recent study conducted by Naeini, Shakerian, and Yazdanirad has shed light on these factors, employing advanced methodologies such as SWARA (Step-wise Weight Assessment Ratio Analysis) and TOPSIS (Technique for Order Preference by Similarity to Ideal Solution) to prioritize turnover intention factors among nurses in an Isfahan hospital, Iran. This innovative approach not only reveals critical insights into the dynamics of hospital staffing but also suggests strategies that can be employed to mitigate turnover and enhance job satisfaction among healthcare professionals.
Nurse turnover is a pressing concern in the healthcare industry, with implications that extend beyond the individual staff members. A high turnover rate can lead to compromised patient care, increased operational costs, and a deterioration of workplace morale. For healthcare systems struggling to maintain a stable workforce, understanding the underlying motivators that drive nurses to consider leaving their positions is pivotal. The authors of the study highlight that factors influencing turnover intention are multifaceted, encompassing job-related, personal, and organizational aspects.
The study emphasizes the integration of qualitative and quantitative research methods, providing a comprehensive view of the turnover intention landscape. By employing the SWARA-TOPSIS methodology, the researchers were able to assign weights to different factors based on their significance and rank them systematically. This dual-approach not only enhances the reliability of the findings but also provides a structured framework for healthcare institutions to assess and address the critical elements influencing nurse retention.
Among the myriad of factors examined, the study identifies aspects such as job satisfaction, workload, career development opportunities, and organizational culture as key determinants of turnover intention. Particularly, job satisfaction emerged as a central pillar, underscoring the necessity for a supportive work environment that fosters employee engagement and well-being. The research indicates that as job satisfaction increases, the likelihood of turnover intention diminishes, highlighting the need for healthcare leaders to prioritize strategies that enhance job fulfillment.
Workload is another significant factor contributing to turnover intentions, with many nurses reporting feelings of burnout attributed to excessive demands placed upon them. This phenomenon is particularly concerning within the context of ongoing global health crises, where the healthcare system has been under unprecedented stress. The study calls for an urgent re-evaluation of staffing practices to ensure that nurses are not only adequately compensated for their labor but also afforded the time to perform their duties effectively without compromising their mental and physical health.
Furthermore, the findings shed light on the importance of career development opportunities in retaining nursing talent. The study points out that when nurses perceive avenues for professional advancement and educational growth, their commitment to the organization strengthens. Institutions that invest in their workforce by offering training and development programs can cultivate a sense of loyalty among nurses, thereby reducing turnover intentions.
Moreover, the organizational culture plays a pivotal role in shaping employee perceptions and experiences within the healthcare setting. A positive organizational culture that promotes teamwork, respect, and recognition can significantly influence turnover intentions. The study underscores that fostering an environment where nurses feel valued and supported can directly translate into higher retention rates, fostering stability within the workforce.
The use of the SWARA-TOPSIS method in this research not only highlights the current challenges faced by healthcare institutions but also offers strategic solutions. By clearly identifying and prioritizing turnover factors, hospital administrators can implement targeted interventions that address the specific needs of their staff, ultimately leading to improved job satisfaction, productivity, and overall patient care outcomes.
In addition to addressing the psychological and professional aspects of nursing, the study advocates for a more comprehensive approach to workforce management. By recognizing that turnover is not solely an individual choice but a symptom of broader organizational issues, healthcare leaders can take proactive measures to create an environment conducive to nurse retention.
This research contributes significantly to the ongoing dialogue surrounding nursing workforce management, providing empirical evidence that can inform policy decisions and operational practices. The application of the SWARA-TOPSIS framework may well serve as a model for other organizations seeking to understand and mitigate turnover-related challenges in their own contexts.
In conclusion, the findings presented in this study resonate with the need for a strategic overhaul in how healthcare systems view and manage turnover. Only by acknowledging and addressing the multifactorial nature of turnover intentions can health organizations cultivate a resilient nursing workforce capable of delivering high-quality patient care. As the landscape of global healthcare evolves, the lessons learned from this case study will undoubtedly prove invaluable in reimagining the future of nursing.
In light of the increasing pressures faced by healthcare providers, conducting similar studies in varied geographic and organizational contexts could further expand the understanding of turnover intentions. This research not only highlights the unique challenges faced in Isfahan but also opens avenues for future investigations into effective solutions to nurse retention worldwide.
Healthcare institutions are encouraged to embrace the findings of this study, utilizing them as a foundation for developing targeted strategies aimed at reducing turnover rates and fostering a supportive environment for nurses. Through collective efforts and informed decision-making, it is conceivable to transform the nursing profession into one characterized not only by resilience but also by an unwavering commitment to providing exceptional care.
In sum, the application of methods like SWARA-TOPSIS in prioritizing turnover intention factors is a vital step forward in addressing the complexities of nurse retention, potentially paving the way for a healthier, more stable workforce in healthcare.
Subject of Research: Turnover Intention Factors Among Nurses
Article Title: Application of the SWARA–TOPSIS method for prioritizing turnover intention factors among nurses: a case study in an Isfahan hospital, Iran.
Article References:
Naeini, M.J., Shakerian, M., Yazdanirad, S. et al. Application of the SWARA–TOPSIS method for prioritizing turnover intention factors among nurses: a case study in an Isfahan hospital, Iran. BMC Nurs 24, 1415 (2025). https://doi.org/10.1186/s12912-025-04066-w
Image Credits: AI Generated
DOI: https://doi.org/10.1186/s12912-025-04066-w
Keywords: Nurse Turnover, Job Satisfaction, Workload, Career Development, Organizational Culture, SWARA, TOPSIS, Healthcare Workforce Management.
Tags: healthcare operational costshealthcare workforce stabilityhospital staffing dynamicsimplications of nurse turnoverjob satisfaction in nursingnurse turnover factorsnursing profession transformationorganizational factors in nurse retentionqualitative quantitative research in healthcarestrategies to reduce nurse turnoverSWARA TOPSIS methodturnover intention among nurses
