Table 4.
The extents of relationship among driving factors and turnover intention in hospital pharmacy practice settings
| Study inhospital pharmacy setting | |||||
|---|---|---|---|---|---|
| Driving factors | 8. Garber et al, 2005 | 9. Kahaleh et al, 2003 | 15. Lan et al, 2020 | 17. Lin et al, 2008 | 16. Yeh et al, 2010 |
| Organizational commitment | Affective commitment: r =-0.504*, β = -0.205* Normative commitment r =-0.595*, β = -0.446* Continuance commitment r =-0.205*, β =-0.062 |
β = -0.44* | |||
| Job satisfaction | r =-0.41* | r =-0.35* | |||
| Job Stress | r =0.47*, β =0.190 | r =0.36* | r =0.24*(Stress in dispensing) r =0.30*(Stress in work climate) r =0.13*(Stress in consultation) r =0.30* (Stress in Pharmacy management) r =0.22*(Stress in hospital rule) r =0.12(Stress in healthcare industry environment) β = 0.22* (Overall job stress) |
||
| Work climate | r =-0.62*, β =0.012 | β =-0.29* | |||
| Balance of exchange | Owing organization β =-0.250* Owed by organization β =0.313* |
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| Reciprocity-based obligation | r =-0.261* | ||||
| Organizational Loyalty | β=-0.19 | ||||
| Reducing work-hour intention | r =0.62* | r =0.43* | |||
| Changing job-content intention | r =0.59* | ||||
| Workplace burnout | r =0.31*, β= -0.401* | ||||
| Responsibility of household activities | β =0.136* | ||||
| Insomnia | r =0.15* | ||||
| Social support | β =-0.27* (overall) r =-0.18* (high-level) r =-0.29* (leader) r =-0.24* (peer) r =-0.09 (subordinate) r =-0.09 (patient) r =-0.17* (family support) |
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| Patient care performance | r =-0.22* | ||||
Note:
*
= significant, r= correlation, β = beta coefficient, SD = standard deviation, Odds ratio reported in some studies were recalculated to beta coefficient.