Teacher retention is a global challenge, and many developed and developing countries are struggling to staff and retain teachers in schools, particularly in low-performing, remote, and less desirable areas. In most of these countries, Tanzania in particular, the efficacy of fiscally inclined teachers’ retention strategies continues to be dubious. The aim of this study is to explore teachers’ perceived school level challenges and the support of retaining teachers in remote secondary schools in Tanzania. The study is inspired by a supportive management theoretical framework, particularly Organizational Support, Leader-Member Exchange and Coworkers’ Exchange. It is motivated by a pragmatic knowledge claim. Data were sequentially collected in three phases using interviews and survey questionnaires. A sample included 258 secondary schools teachers from 28 remote schools in the Dodoma region in central Tanzania. Mixed methods data analysis techniques were used. The current study identifies younger males of a well-educated and experienced teaching workforce as being the chief staffing in remote Tanzanian secondary schools. Such a teaching workforce is challenging to retain in remote areas, as it is rarely satisfied with the teaching career and highly susceptible to frequently changing employers and working contexts. Moreover, findings show that teachers perceive problems related to housing, social services, conflicts in schools, the inability to influence changes in schools, the teaching and learning situation and limited opportunities as the chief reasons for not remaining in remote schools. Furthermore, findings show that teachers perceive meaningful retention support as being contextually definitive. The catalyst is high quality exchanges amongst teachers which spearhead the development of intra- and extra-role practices, school citizenship behaviours, intraschool social capital (an investment), all of which could bind teachers together, enhancing performing and supporting each other beyond formal contracts. Such a situation triggers teachers’ beliefs that changes, improvement, adaptability and survival within difficult remote environments is possible, and this consequently influences the intention to voice and/or conversely, to exit. Teachers’ empowerment, justice practices and working voicing arenas are important practices for enhancing retention support, especially in remote areas.

In rural and remote schools in Western Canada, researchers have discovered that high teacher turnover affects school climate as well as student achievement. The purpose of this project study was to explore novice teachers' and administrators' perceptions about the influence of school-related and classroom activities on decisions to stay or leave permanent teaching positions at a large remote school in Precambrian Shield School Division. Boylan's theory of teacher retention was the conceptual framework for the study. The guiding research questions were focused on teachers' and administrators' perceptions of various aspects of school and classroom activities in remote schools that might influence decisions to stay or leave. A bounded case study design using purposeful sampling was adopted and 11 novice teachers in their first 2 years of teaching experience in a remote school and 1 administrator agreed to participate in the study. The sample included 4 elementary and 4 middle/high school teachers along with 3 teachers with diverse teaching assignments and 1 experienced administrator. Data collection included qualitative questionnaires, semi-structured interviews, and document reviews that were coded and analyzed for common themes. Key findings suggested that classroom climate, professional support structures, and student achievement were perceived to be of negative influence on retention decisions, especially inconsistent professional support structures. These findings were used to create a professional development plan to support and provide mentoring for novice teachers in remote schools. This support plan, particularly the mentoring framework, will likely reduce turnover at this school and will provide a model for helping other districts with similar high turnover in remote schools.