Why do social workers stay? A systematic narrative review of factors that support retention

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ID: 332987
2026
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Abstract
Abstract This article explores the complex, multilevel factors that contribute to social work retention across diverse practice settings and professional career stages. It presents findings from a systematic narrative review of 123 peer-reviewed articles, conducted in accordance with an adapted Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) framework and guided by Joanna Briggs Institute (JBI) recommendations for evidence synthesis. Nine electronic databases were searched using predefined terms to ensure comprehensive, rigorous collation of relevant literature. Three overarching themes were identified; (i) organizational—encompassing leadership, management, and working conditions; (ii) personal—incorporating mission and personal characteristics; and (iii) structural—including professional training and development and the public image of social work. These themes reflect the multilevel factors supporting workforce retention, highlighting the need for an understanding of how organizational contexts, personal motivations, and broader structural factors interact to support retention. In a context of increasing service demand and workforce turnover and attrition, the findings emphasize the importance of addressing retention as a priority for social work policy and practice. The article concludes with recommendations aimed at enhancing retention. Implications for social work workforce planning and organizational practice are discussed, alongside suggestions for future research to further strengthen the evidence base on promoting a sustainable workforce.
Reference Key
openalex_W7222985899 Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors Liz Tanner, Paul McCafferty, David Hayes
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Journal The British Journal of Social Work
Year 2026
DOI
10.1093/bjsw/bcag263
URL
https://doi.org/10.1093/bjsw/bcag263
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