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Ooi KL, Rajiah K, Maharajan MK, Wong PS. Empowering Sustainable Growth and Workforce: Unveiling Challenges and Strategies for Retaining Community Pharmacists in Malaysia. PHARMACY 2023; 11:163. [PMID: 37888508 PMCID: PMC10610527 DOI: 10.3390/pharmacy11050163] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/30/2023] [Revised: 09/22/2023] [Accepted: 10/09/2023] [Indexed: 10/28/2023] Open
Abstract
BACKGROUND Community pharmacists face challenges in job retention due to compensation, work-life balance, and career growth concerns. With pharmacists' evolving roles in healthcare, retaining them becomes crucial for maintaining quality service. Addressing their needs is vital for a skilled healthcare workforce. This study evaluates job retention among community pharmacists, considering various workforce management domains and demographic characteristics. MATERIALS AND METHODS A cross-sectional study was employed with a self-administered questionnaire among community pharmacists in Kuala Lumpur and Selangor, Malaysia. Spearman's correlations and ordinal logistic regression analysed job retention relationships with workforce domains and predicted the demographic characteristics. RESULTS A total of 414 participants attempted the survey, of which 311 completed the study. Strong correlations linked job retention with value, trust, and work-life balance. Female pharmacists had higher retention odds, while younger pharmacists had lower retention odds. Pharmacists with over 10 years of experience showed higher retention odds. DISCUSSION 'Value and trust' and 'work-life balance' were pivotal for the job retention of community pharmacists. Strategies boosting value, trust, and work-life balance was vital. Gender, age, and experience also predicted job retention. CONCLUSIONS Cultivating trust, valuing contributions, and providing a work-life balance can enhance job retention and commitment.
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Affiliation(s)
- Khim Lynn Ooi
- School of Postgraduate Studies, International Medical University, Kuala Lumpur 57200, Malaysia;
| | - Kingston Rajiah
- School of Pharmacy and Pharmaceutical Sciences, Ulster University, Coleraine BT52 1SA, UK
| | | | - Pe Sei Wong
- School of Pharmacy, International Medical University, Kuala Lumpur 57200, Malaysia;
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Müller LS, Reiners S, Becker J, Hertel G. Long-term effects of COVID-19 on work routines and organizational culture - A case study within higher education's administration. JOURNAL OF BUSINESS RESEARCH 2023; 163:113927. [PMID: 37056239 PMCID: PMC10073594 DOI: 10.1016/j.jbusres.2023.113927] [Citation(s) in RCA: 1] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Subscribe] [Scholar Register] [Received: 10/17/2021] [Revised: 03/27/2023] [Accepted: 04/01/2023] [Indexed: 06/12/2023]
Abstract
As a sudden, external event, the COVID-19 pandemic rapidly disrupted the workplace and required organizations to digitalize their working approaches. To understand how such external events affect organizations in the short- and long-term, we investigated the case of a higher education institution's administration, which combines features of public and private organizations. We applied a longitudinal case study and conducted interviews with 39 German higher education institution (HEI) employees at two time points during the first (2020) and second (2021) lockdown. Content analyses revealed that a general openness toward change and distinct technical infrastructure enabled efficient coping with the pandemic despite struggles with digitalization and rigidity. Advantages in work outcomes were contrasted with losses in social interactions. Flexible models (e.g., working from home or the office) were desirable long-term work concepts. We integrated our findings in a framework on factors that contribute to supporting organizational adaptations and derived practical recommendations.
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Affiliation(s)
- Lea S Müller
- Department of Organizational and Business Psychology, University of Münster, Fliednerstrasse 21, 48149 Münster, Germany
| | - Sebastian Reiners
- Department of Information Systems, University of Münster, Leonardo-Campus 3, 48149 Münster, Germany
| | - Jörg Becker
- Department of Information Systems, University of Münster, Leonardo-Campus 3, 48149 Münster, Germany
| | - Guido Hertel
- Department of Organizational and Business Psychology, University of Münster, Fliednerstrasse 21, 48149 Münster, Germany
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Bernuzzi C, Sommovigo V, Maffoni M, Setti I, Argentero P. A Mixed-method Study on the Bright Side of Organizational Change: Role Clarity and Supervisor Support as Resources for Employees’ Resilience. JOURNAL OF CHANGE MANAGEMENT 2023. [DOI: 10.1080/14697017.2023.2172057] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/02/2023]
Affiliation(s)
- Chiara Bernuzzi
- Department of Brain and Behavioural Sciences, Unit of Applied Psychology, University of Pavia, Pavia, Italy
| | - Valentina Sommovigo
- Department of Psychology, Faculty of Medicine and Psychology, Sapienza University of Rome, Roma, Italy
| | - Marina Maffoni
- Istituti Clinici Scientifici Maugeri IRCCS, Psychology Unit of Montescano Institute, Montescano (PV), Italy
| | - Ilaria Setti
- Department of Brain and Behavioural Sciences, Unit of Applied Psychology, University of Pavia, Pavia, Italy
| | - Piergiorgio Argentero
- Department of Brain and Behavioural Sciences, Unit of Applied Psychology, University of Pavia, Pavia, Italy
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Shi Y, Chen Y, Deng L, Du K, Lu S, Chen T. Structural Understanding of Peptide-Bound G Protein-Coupled Receptors: Peptide-Target Interactions. J Med Chem 2023; 66:1083-1111. [PMID: 36625741 DOI: 10.1021/acs.jmedchem.2c01309] [Citation(s) in RCA: 4] [Impact Index Per Article: 4.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/11/2023]
Abstract
The activation of G protein-coupled receptors (GPCRs) is triggered by ligand binding to their orthosteric sites, which induces ligand-specific conformational changes. Agonists and antagonists bound to GPCR orthosteric sites provide detailed information on ligand-binding modes. Among these, peptide ligands play an instrumental role in GPCR pharmacology and have attracted increased attention as therapeutic drugs. The recent breakthrough in GPCR structural biology has resulted in the remarkable availability of peptide-bound GPCR complexes. Despite the several structural similarities shared by these receptors, they exhibit distinct features in terms of peptide recognition and receptor activation. From this perspective, we have summarized the current status of peptide-bound GPCR structural complexes, largely focusing on the interactions between the receptor and its peptide ligand at the orthosteric site. In-depth structural investigations have yielded valuable insights into the molecular mechanisms underlying peptide recognition. This study would contribute to the discovery of GPCR peptide drugs with improved therapeutic effects.
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Affiliation(s)
- Yuxin Shi
- School of Chemistry and Chemical Engineering, Shaoxing University, Shaoxing 312000, China.,Department of Pathophysiology, Key Laboratory of Cell Differentiation and Apoptosis of Chinese Ministry of Education, Shanghai Jiao Tong University, School of Medicine, Shanghai 200025, China
| | - Yi Chen
- Department of Ultrasound Interventional, Eastern Hepatobiliary Surgery Hospital, Navy Medical University, Shanghai 200433, China
| | - Liping Deng
- School of Chemistry and Chemical Engineering, Shaoxing University, Shaoxing 312000, China
| | - Kui Du
- School of Chemistry and Chemical Engineering, Shaoxing University, Shaoxing 312000, China
| | - Shaoyong Lu
- Department of Pathophysiology, Key Laboratory of Cell Differentiation and Apoptosis of Chinese Ministry of Education, Shanghai Jiao Tong University, School of Medicine, Shanghai 200025, China.,Institute of Energy Metabolism and Health, Shanghai Tenth People's Hospital, Tongji University School of Medicine, Shanghai 200072, China.,College of Pharmacy, Ningxia Medical University, Yinchuan, Ningxia Hui Autonomous Region 750004, China
| | - Ting Chen
- Department of Cardiology, Changzheng Hospital, Naval Medical University, Shanghai 200003, China
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Albrecht SL, Furlong S, Leiter MP. The psychological conditions for employee engagement in organizational change: Test of a change engagement model. Front Psychol 2023; 14:1071924. [PMID: 36743243 PMCID: PMC9895850 DOI: 10.3389/fpsyg.2023.1071924] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/17/2022] [Accepted: 01/02/2023] [Indexed: 01/21/2023] Open
Abstract
In the contemporary world of work, organizational change is a constant. For change to be successful, employees need to be positive about implementing organizational change. Change engagement reflects the extent to which employees are enthusiastic about change, and willing to actively involve themselves in promoting and supporting ongoing organizational change. Drawing from Kahn's engagement theory, the research aimed to assess the influence of change-related meaningful work, psychological safety, and self-efficacy as psychological preconditions for change engagement. The study also aimed to test the indirect associations of the change-related psychological preconditions with proactive work behavior through change engagement. Survey data from a Prolific sample (N = 297) were analyzed using confirmatory factor analysis and structural equations modeling. In support of the validity of the model, the results showed that change-related self-efficacy, psychological safety, and meaningfulness had significant direct effects on change engagement, explaining 88% of the variance. The change-related psychological conditions also had significant indirect effects on proactive work behavior through change engagement. The findings therefore suggest that employees who exhibit higher levels of change-related self-efficacy, psychological safety, and work meaningfulness are more likely to support and promote organizational change, and to proactively engage in innovative work behavior. In practical terms, organizations that create the psychological conditions for change could significantly improve employee motivation to change and to innovate, which in turn would increase the likelihood of successful organizational change, and improved organizational competitiveness. Study limitations and directions for future research are discussed.
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Affiliation(s)
- Simon L. Albrecht
- School of Psychology, Deakin University, Geelong, VIC, Australia,*Correspondence: Simon L. Albrecht, ✉
| | - Sarah Furlong
- Positive Psychology Centers, Melbourne, VIC, Australia
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Albrecht SL, Connaughton S, Leiter MP. The Influence of Change-Related Organizational and Job Resources on Employee Change Engagement. Front Psychol 2022; 13:910206. [PMID: 35769731 PMCID: PMC9234385 DOI: 10.3389/fpsyg.2022.910206] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/01/2022] [Accepted: 05/20/2022] [Indexed: 11/13/2022] Open
Abstract
Employee attitudes to change are key predictors of organizational change success. In this article, change engagement is defined as the extent to which employees are enthusiastic about change, and willing to actively involve themselves in ongoing organizational change. A model is tested showing how change-related organizational resources (e.g., senior leader support for change and organizational change climate) influence change engagement, in part through their influence on change-related job resources. Confirmatory Factor Analysis (CFA) and Structural Equations Modeling (SEM) results yielded good fit to the data in two independent samples: 225 Australian working professionals, and 201 employees from a Prolific sample. As proposed, change-related organizational resources (modeled as a higher order construct) were positively associated with higher order change-related job resources. Change-related job resources were positively associated with change engagement. In contrast to expectations, organizational resources were not directly associated with change engagement. Instead, change-related job resources fully mediated the relationship. Overall, the study provides empirical support for new measures of organizational change resources and employee change engagement. By drawing from well-established models in the change and engagement literatures, the study provides a promising research direction for those interested in further understanding positive employee attitudes to organizational change. Practical implications and future research opportunities are discussed.
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Affiliation(s)
- Simon L. Albrecht
- School of Psychology, Faculty of Health, Deakin University, Melbourne, VIC, Australia
- *Correspondence: Simon L. Albrecht,
| | | | - Michael P. Leiter
- School of Psychology, Faculty of Health, Deakin University, Melbourne, VIC, Australia
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Khaw KW, Alnoor A, AL-Abrrow H, Tiberius V, Ganesan Y, Atshan NA. Reactions towards organizational change: a systematic literature review. CURRENT PSYCHOLOGY 2022; 42:1-24. [PMID: 35431526 PMCID: PMC9006211 DOI: 10.1007/s12144-022-03070-6] [Citation(s) in RCA: 7] [Impact Index Per Article: 3.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 03/30/2022] [Indexed: 11/29/2022]
Abstract
Regardless of the prevalence and value of change initiatives in contemporary organizations, these often face resistance by employees. This resistance is the outcome of change recipients' cognitive and behavioral reactions towards change. To better understand the causes and effects of reactions to change, a holistic view of prior research is needed. Accordingly, we provide a systematic literature review on this topic. We categorize extant research into four major and several subcategories: micro and macro reactions. We analyze the essential characteristics of the emerging field of change reactions along research issues and challenges, benefits of (even negative) reactions, managerial implications, and propose future research opportunities.
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Affiliation(s)
- Khai Wah Khaw
- School of Management, Universiti Sains Malaysia, 11800 Gelugor Pulau Pinang, Malaysia
| | - Alhamzah Alnoor
- School of Management, Universiti Sains Malaysia, 11800 Gelugor Pulau Pinang, Malaysia
- Management Technical College, Southern Technical University, Basrah, Iraq
| | - Hadi AL-Abrrow
- Department of Business Administration, College of Administration and Economic, University of Basrah, Basrah, Iraq
| | - Victor Tiberius
- Faculty of Economics and Social Sciences, University of Potsdam, Potsdam, Germany
| | - Yuvaraj Ganesan
- Graduate School of Business, Universiti Sains Malaysia, 11700 Gelugor Penang, Malaysia
| | - Nadia A. Atshan
- Management Technical College, Southern Technical University, Basrah, Iraq
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