COMMUNITY PHARMACISTS’ JOB RETENTION AND PHARMACY WORKFORCE MANAGEMENT, IS THERE ANY RELATIONSHIP?

Abstract

Introduction: Community pharmacists uphold a pivotal position in delivering primary healthcare services. During the coronavirus 2019 pandemic, community pharmacists demonstrated adaptability and advancement of their roles, highlighting their resilience to challenges. Conversely, if not well supported by the pharmacy management, job dissatisfaction can occur and affect their retention with the organisation. Aim: To evaluate the relationship between community pharmacists’ job retention and six people-orientated pharmacy workforce management domains. This includes management care, management communication, value and trust, management effectiveness, career development and work-life balance. Methods and Materials: A cross-sectional survey was conducted between April 2021 to March 2022 using a self-administered questionnaire distributed to full-time, employed community pharmacists in the urban regions of Kuala Lumpur and Selangor, Malaysia. Face-to-face and convenient distribution methods were used. Data were analysed using descriptive analysis and Spearman’s correlation. Results: A total of 311 pharmacists participated in the study. Community pharmacists were found to have above-average willingness to retain their current job (mean = 3.75; SD = 0.59. Most participants were positively satisfied in all management domains investigated with management effectiveness with the highest mean satisfaction score (mean = 3.82; SD = 0.72). All management domains had a significant, moderate and positive correlation with job retention. The domain with the strongest correlation was the value and trust domain (rs = 0.69; p<0.001), closely followed by management care (rs = 0.68; p<0.001) while career development had the weakest correlation (rs = 0.55; p<0.001). Conclusion: Findings of the study gave an insight into which pharmacy workforce management characteristics will play an important role in maintaining pharmacists’ willingness to retain their current job from the perspective of community pharmacists. Findings may be used by the pharmacy management to guide internal evaluations of the pharmacy management performance. Keywords: community pharmacist, job satisfaction, job retention, workforce, management, primary healthcare