A Management Framework for Addressing Workforce Retention in the National Health Service (NHS): A Case Study of King's College Hospital NHS Foundation Trust

Background: This paper addresses the critical challenge of workforce retention in the UK's National Health Service (NHS). It proposes a structured management framework, grounded in classical management Theory and resource-based view, to develop strategic responses to staff turnover and burnout. Methods: A single, in-depth case study of King's College Hospital NHS Foundation Trust is presented. The analysis applies the four functions of management (Planning, Organising, Leading, Controlling) to the internal challenge of workforce retention. The strategic necessity of this focus is then evaluated using the VRIO framework. Results: The case study demonstrates that workforce stability is a valuable, rare, and inimitable resource that is only partially supported by the Trust's current organisation. A systematic approach through the four functions is essential to transform retention from an operational HR issue into a sustained strategic advantage. Practical Implications: The paper provides an actionable framework for healthcare managers to audit and improve their retention strategies. It moves beyond describing the problem to offering a structured managerial response. Originality/Value: This paper synthesises foundational management Theory with a contemporary strategic analysis tool (VRIO) to address one of the most pressing issues in public healthcare management. It offers a replicable model for NHS trusts seeking to build a resilient and sustainable workforce.