Aim: The study tested whether drivers of turnover are opposite or distinct from the drivers of retention of nurses.

Background: Most of the turnover researches have emphasized on turnover factors with assumption that control of these factors lead to retention. A few researches have pointed that drivers of turnover and retention are distinct.

Design/Methodology: We conducted 6 focus groups with 44 participants in 3 private hospitals at Kolkata from June to August, 2013. Participants have been divided into Stayers-working in the same hospital for 3 years and more and Leaversmade change in job in last 3 years. Key factors have been identified on the basis of experience narrated by Stayers and Leavers.

Findings: Key turnover factors identified were heavy workload, erratic scheduling, pay disparity, ambiguous environment, un-accommodative supervisor, less promotional avenue and workfamily conflict. Those with retention were team work, empowerment, and career growth, sense of coherence, mother institution and supportive management. It has been found caring some drivers of turnover will improve retention but some drivers of turnover and retention are distinct from each other. Contrary to western findings team work has evolved as powerful retention factor than empowerment, mother institution and sense of coherence has been found as important retention factor.

Conclusion: For better retention of nurses healthcare managers need to address separately the distinct drivers of turnover and retention as well as drivers of turnover which are opposite to the drivers of retention.