OXFORD, Miss. – Colleges and universities face unprecedented challenges related to faculty burnout and dissatisfaction in pharmacy schools, and institutions must work to create more supportive and healthier workplaces to reduce turnover rates, a new study indicates.
The study was conducted by researchers from several institutions, including the University of Mississippi, Southern Illinois University at Edwardsville and the University of California at San Diego. They published their findings in a two-part paper in the American Journal of Pharmaceutical Education.
“Our work focused on the interconnectedness of evaluating psychosocial hazards in pharmacy academia alongside areas of work-life integration,” said Seena L. Haines, professor of pharmacy practice and director for professional well-being and belonging in the Ole Miss School of Pharmacy.
Psychosocial hazards fall under four domains: work design, social support, work conditions and work experience.
“Within pharmacy, there has been more focus on job and work demands, while areas such as justice, fairness, and reward and recognition have received less attention,” said Kelly Gable, professor and director of well-being and resilience at the SIUE School of Pharmacy. “Those were perhaps the most challenging to find assessments for, not just in pharmacy, but across other health care fields, including medicine and nursing.”
The first paper addressed work-life areas of job demands, rewards, and recognitions and autonomy. The second focused on core values, justice and fairness, and social support.
“Not every faculty member will experience all six areas, and not every organization will have the same areas of concern,” said Kelly C. Lee, professor of pharmacy practice and sciences at the University of California at San Diego. “What we wanted to do is provide tools that institutions can use, tailored to their own needs, to support evidenced-based interventional strategies.”
Unlike the United States, institutions in other countries are required to measure and address psychosocial hazards through interventions and strategies across all fields and disciplines. Employers in Australia, Canada and the United Kingdom are required to measure, assess risk, intervene and monitor these hazards, Haines said.
“We believe this work is developing further in the U.S. through the National Institute for Occupational Safety and Health, but we felt it was critical to educate the pharmacy academy about these hazards and there social and emotional impact in the workplace,” she said. “The No. 1 psychosocial hazard falls under the domain of work conditions, and it’s poor change management.”
These hazards influence relationships between administration, faculty and staff, succession of leadership and other aspects of change within an organization, Haines said.
“Change can feel like a threat,” she said. “Threat rigidity moves us into a part of our brain where we start to predict based on past experiences and beliefs; we might carry a negative lens about change.
“A defensive reaction can stifle innovation and adaptability, which is a workplace environmental impact.”
The researchers were surprised to find out about the lack of research in pharmacy education, Lee said.
“There’s very little literature about what institutions have done to explore psychosocial hazards, areas of work-life and what they have done to minimize these strains on our faculty and staff,” she said.
Leaders in pharmacy education need to really listen to workers, including faculty and staff, Lee said.
“It’s not a one-size-fits-all solution,” she said. “They really need to look at each of these factors and what every one of their workers is really struggling with, and it needs to be customized and individualized.
“If they sweep it under the rug … we’re going to lose faculty and staff, intentionally or unintentionally, because people are not feeling like they’re being listened to.”
Research points to two main strategies that can help improve the workplace.
The first focuses on giving employees more control and opportunities to participate, which can include flexible schedules, adjustments to job duties, team-building efforts and involving workers in decision-making.
The second centers on stronger communication and aligning workplace practices to support things such as work-life balance, professional growth, health and safety, recognition, and overall employee involvement.
“If you’re going to measure psychosocial hazards, it’s not a one-and-done process,” Haines said. “Leaders shouldn’t feel they need to address every high-risk area at once.
“It takes time, a mixed-method approach and a mindset of trying solutions and observing results over time. Slow and steady, tiny wins can make a real impact.”
Top: Pharmacy schools across the United States are facing challenges related to faculty stress and burnout, but little research has been conducted on the causes or possible solutions to the problem. A recent study conducted by several institutions, including the University of Mississippi, offers insights and strategies for dealing with it. Photo illustration by Stefanie Goodwiller/University Marketing and Communications