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      The impact of perceived organizational support and resilience on pharmacists’ engagement in their stressful and competitive workplaces in Saudi Arabia

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          Abstract

          Background

          In recent years, organizations around the globe have begun measuring the engagement level of employees in order to improve productivity and profitability. Employee engagement has the potential to significantly affect employee retention and loyalty.

          Objective

          To explore pharmacists’ perceptions of the organizational support and impact of resilience and perceived organizational support on employee engagement in a stressful and competitive work environment.

          Methods

          We carried out a cross-sectional survey of 81 pharmacists, who were selected as a random sample in Saudi Arabia. Those pharmacists were assigned in highly competitive jobs within organizations such as pharmaceutical companies, hospitals and pharmaceutical distributors. We used the Utrecht Work Engagement Scale (UWES), the Brief Resilience Scale (BRS), and the Perceived Organizational Support Scale (POS) to collect the data, which then was analyzed using the descriptive and analytical tests and multiple logistic regressions in IBM® SPSS® version 24.0.

          Results

          Eighty one out of 100 surveys were collected back with responses—the response rate was 81% (n = 81). We obtained moderate levels of perceived organizational support and resilience; means were 4.6 ± 0.8 and 3.2 ± 0.45, respectively. Demographic variables, resilience, and perceived organizational support predicted were approximately 29.2%, 29.6%, and 36.2%, respectively, of the variance in employee engagement. We also found a significant correlation between the pharmacists’ perceptions of organizational support and their engagement (β = 0.31, p < 0.05), but no statistically significant relationship between resilience and employee engagement.

          Conclusions

          This study showed how pharmacists’ perceptions of organizational support are related to their engagement in the workplace, demonstrating a significant relationship between perceived organizational support and employee engagement.

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          Most cited references48

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          Perceived organizational support: a review of the literature.

          The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.
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            Perceived organizational support.

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              Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis.

              Based on 7,939 business units in 36 companies, this study used meta-analysis to examine the relationship at the business-unit level between employee satisfaction-engagement and the business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and accidents. Generalizable relationships large enough to have substantial practical value were found between unit-level employee satisfaction-engagement and these business-unit outcomes. One implication is that changes in management practices that increase employee satisfaction may increase business-unit outcomes, including profit.
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                Author and article information

                Contributors
                Journal
                Saudi Pharm J
                Saudi Pharm J
                Saudi Pharmaceutical Journal : SPJ
                Elsevier
                1319-0164
                2213-7475
                30 August 2019
                November 2019
                30 August 2019
                : 27
                : 7
                : 1044-1052
                Affiliations
                [a ]Department of Clinical Pharmacy, College of Pharmacy, King Saud University, P.O. Box 2457, Riyadh 11451, Saudi Arabia
                [b ]College of Pharmacy, AlMaarefa University, AD Diriyah 13713, Saudi Arabia
                [c ]Department of Pharmacy Practice, College of Pharmacy, Princess Nourah Bint Abdulrahman University, P.O. Box 84428, Riyadh, Saudi Arabia
                Author notes
                [* ]Corresponding author. halomar@ 123456ksu.edu.sa
                Article
                S1319-0164(19)30112-4
                10.1016/j.jsps.2019.08.007
                6978622
                31997912
                b76aee82-f5ef-494d-aebd-91084518334c
                © 2019 The Authors

                This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

                History
                : 17 May 2019
                : 30 August 2019
                Categories
                Article

                employee engagement,pharmacists,resilience,perceived organizational support,saudi arabia

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