Job satisfaction and employee turnover affect the healthcare industry in the form of overworked staff, inadequate health care, and loss of profits. In 2015, the United States health care industry had a shortage of over 923,000 registered nurses. Health care organizations lose an estimated $1.4 to $2.1 billion each year because of registered nurse (RN) turnover. These factors indicate that some managers lack the strategies to increase job satisfaction and reduce RN turnover. The purpose of this single case study was to use the Herzberg two-factor theory to explore strategies 5 health care leaders use to improve nurses’ job satisfaction and reduce voluntary employee turnover in a health care facility in the Phoenix, Arizona area. Participant selection was purposeful and based on their experiences implementing effective employee job satisfaction strategies. Data collection occurred via face-to-face semi structured interviews with 5 managers and the review of organizational policy documents. Data were analyzed using inductive coding of phrases, word frequency searchers, and theme interpretation. Three themes emerged: autonomy and supportive leadership improved job satisfaction, continued education improved job satisfaction and improved RN retention, and competitive pay and bonuses improved workplace satisfaction and increased workplace retention. Increasing job satisfaction and reducing voluntary turnover of RNs contributes to social change by providing health care managers with strategies that can lead to organizational growth and increased employment opportunities, which might promote prosperity for local families and the community.