ArticleExploratory research in clinical and social pharmacy2025
Driven to stay or leave: Exploring motivation, engagement, and turnover intentions among pharmacists in the healthcare system.
Article in Exploratory research in clinical and social pharmacy, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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Abstract
Background: High pharmacist turnover remains a global concern, as pharmacists' intention to leave their jobs can lead to increased financial burdens and reduced quality of pharmaceutical care. Understanding the psychological and organizational factors that drive this intention to leave is essential for designing effective retention strategies. Objectives: This study aimed to identify the variables related to motivational needs and work engagement which are associated with pharmacists' intention to leave. Methods: A cross-sectional study was conducted using a self-administered questionnaire among 288 pharmacists in eight hospitals. The survey assessed multidimensional work motivation, job engagement (UWES-9), and turnover intention. Structural equation modeling (SEM) was used to analyze the interrelations between constructs and demographic variables. Results: Work engagement was negatively associated with turnover intention (β = -0.49), Amotivation was directly associated with higher turnover intention (β = 0.17) and lower engagement (β = - 0.10). Intrinsic motivation had a statistically significant and positive effect on work engagement (β = 0.81). Pharmacists in public hospitals reported higher turnover intention than those in private hospitals (β = - 0.19). Pharmacists less than 40 years old and those in certain hospitals exhibited higher amotivation and intention to leave. Organizational setting influenced several motivational types, with intrinsic, extrinsic social motivation and identified motivation more prevalent among public sector pharmacists. Conclusion: Work engagement and motivation were critical factors impacting pharmacists' turnover intention, with organizational context and age acting as important moderators. Strategies aimed at boosting intrinsic motivation and work engagement, particularly for younger pharmacists, are vital for decreasing turnover and fostering a more stable pharmacy workforce within healthcare systems.
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