Table 6.

Definitions of constructs in the included studies

Construct	Definition
Organizational commitment	• “An employer’s emotional attachment to, identification with and involvement in the organization”. 32
	• The construct consisted of 3 aspects. 1) “Affective commitment was psychological or emotional attachment to organizations.” 2) “Normative commitment was feeling obliged to remain with the organizations.” 3) “Continuance commitment was compliances or conformity as a result of rewards and punishments.” 33
	• “Devotion and loyalty to one’s employing firm.”29
	• “Accepting the organization’s goals and values, putting forth effort and wanting to remain a member.”34
	• “Perception of oneness with or belongingness to a group/organization in which the individual perceives him or herself as a symbol of the organization and feels that the organization’s successes and failures are his/her own.”19
	• “Emotional involvement and congruence with his/her organization.” 28, 35
	• “One’s loyalty to the employing organization.” 31
	• “The degree to which an individual is psychologically attached to an employing organization through feelings such as loyalty, affection, belongingness, etc.”30
Job satisfaction	• “The extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs.” 17
	• “The overall sense of affection an employee has for the job situation.” 36
	• “The match between an individual’s expectations and the perceived reality of the job as a whole.” 31, 32
	• “A positive attitude and emotional state regarding the appraisal of the current job situation.” 38
	• “The feelings that an individual has about his/her job and the extent to which these feelings are satisfied in the workplace.” 30
Career commitment	• “One’s attitude towards one’s profession or vocation and as the strength of one’s motivation to work in a chosen career role.”28, 31, 32, 29
Job stress	• “The nonspecific negative response of the body to demands in the workplace.” 32
	• “Any characteristics of the job environment which pose a threat to the individual.” 41
Perceived organizational support	• “The extent to which pharmacists perceived that the organization values their contributions and cares about their well-being.” 38
	• “A perception of how the organization cares about employees’ needs and expectations.” 35
	• “An employee’s assessment of the extent to which his/her employer links contribution to important rewards in a fair manner, all relative to the benefits received by the organization as a consequence of an employee’s role.” 36
Work climate	• “A characteristic of the organizational environment which is represented by a better work schedule, less workload and less stress.” 32
	• “The perceptions of the work environment which are valuable information to an organization and aiding it in identifying and improving workplace deficiencies.” 41
	• Working environment in the workplace. 39
Role ambiguity32	• “The extent to which an individual is unclear about the expectations of others as well as the degree of uncertainty associated with one’s performance.”
Balance of exchange 33	• “The weighing of the benefits received by (organization owes), and the benefits given by the individual (I owe).”
Reciprocity-based obligation33	• “The feeling that the individual owes the organization and the respondent’s feeling of obligation to the organization due to the exchange of benefits assessed this.”
Workplace burnout41	• “Feeling of emotional exhaustion, depersonalization, and a reduced sense of personal accomplishment.”
Reducing work-hour intention 39, 40	Pharmacists’ intention to reduce the working hours.
Changing job-content intention 40	Pharmacists’ intention to change the job content.
Perceived workload 42	There were 2 dimensions of perceived workload which were 1) rate workload means “perceived workload level” and 2) effect of workload means “perception of effect of workload”.
Organizational loyalty 34	• “The state or quality of being faithful to the working organization.”
Pharmacist engagement43	• Continuous state of overall positive mental satisfaction with the job.
Job embeddedness 38	• “The combined forces that keep a person from leaving his or her job.”
Construed external image 19	o “The evaluation from those inside the organization (i.e., employees) based on their assessment of the reputation of the organization plus the additional information about the organization that insiders have.”
Met expectation 31	o “How closely the actual job meets the individual’s expectations.”
Desire to practice pharmacy 27	o “The strength of desire to practice in the pharmacy.”
Polychronic-orientation 36	o “The extent to which people prefer to switch among multiple tasks inthe same time-block.”
Career prospects 33	o “The employee’s perception of the opportunity for the advancement and being promoted in their career.”
Pharmacist well-being 44	• It comprised of reverse multi-dimensions of distress, including anxiety, depression, stress, fatigue, and burnout.
Insomnia40	• The insomnia status of the pharmacists.
Pharmacist career stage 36	• It was identified into four primary career stages to progress through the pharmacist’s career: 1) exploration stage is “concerned with finding a good job fit and learning the basics of the career”, 2) establishment stage is “where the employee tries to master job skills and advance through the hierarchy of ranks existing within the career”, 3) maintenance stage is “characterized by plateaus in which the individual no longer actively strives to attain higher rank or skill in the career”, and 4) disengagement stage is “where individuals are preparing to retire from the industry”.
Responsibility of household activities 33	• The percentage of household activities pharmacists performed, such as grocery shopping, childcare or housekeeping.
Work-home conflict32	• “Conflict in which the role pressures from work and family are mutually incompatible.”
Interpersonal interactions32	• “Interactions that pharmacists have are examined in the context of pharmacist-patient, pharmacist-management and pharmacist-coworker interactions.”
• Social support 40	• Job support from high-level person, leader, peer, subordinate, patient, and family support
• Availability of acceptable jobs32	• “Ease offinding an acceptable job alternative.”
• Organizational commitment	• “An employer’s emotional attachment to, identification with and involvement in the organization”. 32
	• The construct consisted of 3 aspects. 1) “Affective commitment was psychological or emotional attachment to organizations.” 2) “Normative commitment was feeling obliged to remain with the organizations.” 3) “Continuance commitment was compliances or conformity as a result of rewards and punishments.” 33
	• “Devotion and loyalty to one’s employing firm.”29
	• “Accepting the organization’s goals and values, putting forth effort and wanting to remain a member.”34
	• “Perception of oneness with or belongingness to a group/organization in which the individual perceives him or herself as a symbol of the organization and feels that the organization’s successes and failures are his/her own.”19
	• “Emotional involvement and congruence with his/her organization.” 28, 35
	• “One’s loyalty to the employing organization.” 31
	• “The degree to which an individual is psychologically attached to an employing organization through feelings such as loyalty, affection, belongingness, etc.”30
Job satisfaction	“The extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs.” 17
	• “The overall sense of affection an employee has for the job situation.” 36
	• “The match between an individual’s expectations and the perceived reality of the job as a whole.” 31, 32
	• “A positive attitude and emotional state regarding the appraisal of the current job situation.” 38
	• “The feelings that an individual has about his/her job and the extent to which these feelings are satisfied in the workplace.” 30
Career commitment	• “One’s attitude towards one’s profession or vocation and as the strength of one’s motivation to work in a chosen career role.”28, 31, 32, 29
Job stress	• “The nonspecific negative response of the body to demands in the workplace.” 32
	• “Any characteristics of the job environment which pose a threat to the individual.” 41
Perceived organizational support	• “The extent to which pharmacists perceived that the organization values their contributions and cares about their well-being.” 38
	• “A perception of how the organization cares about employees’ needs and expectations.” 35
	• “An employee’s assessment of the extent to which his/her employer links contribution to important rewards in a fair manner, all relative to the benefits received by the organization as a consequence of an employee’s role.” 36
Work climate	• “A characteristic of the organizational environment which is represented by a better work schedule, less workload and less stress.” 32
	• “The perceptions of the work environment which are valuable information to an organization and aiding it in identifying and improving workplace deficiencies.” 41
	• Working environment in the workplace. 39
Role ambiguity32	• “The extent to which an individual is unclear about the expectations of others as well as the degree of uncertainty associated with one’s performance.”
Balance of exchange 33	• “The weighing of the benefits received by (organization owes), and the benefits given by the individual (I owe).”
Reciprocity-based obligation33	• “The feeling that the individual owes the organization and the respondent’s feeling of obligation to the organization due to the exchange of benefits assessed this.”
Workplace burnout41	• “Feeling of emotional exhaustion, depersonalization, and a reduced sense of personal accomplishment.”
Reducing work-hour intention 39, 40	• Pharmacists’ intention to reduce the working hours.
Changing job-content intention 40	• Pharmacists’ intention to change the job content.
Perceived workload 42	• There were 2 dimensions of perceived workload which were 1) rate workload means “perceived workload level” and 2) effect of workload means “perception of effect of workload”.
Organizational loyalty 34	• “The state or quality of being faithful to the working organization.”
Pharmacist engagement43	• Continuous state of overall positive mental satisfaction with the job.
Job embeddedness 38	• “The combined forces that keep a person from leaving his or her job.”
Construed external image 19	o “The evaluation from those inside the organization (i.e., employees) based on their assessment of the reputation of the organization plus the additional information about the organization that insiders have.”
Met expectation 31	o “How closely the actual job meets the individual’s expectations.”
Desire to practice pharmacy 27	o “The strength of desire to practice in the pharmacy.”
Polychronic-orientation 36	o “The extent to which people prefer to switch among multiple tasks inthe same time-block.”
Career prospects 33	o “The employee’s perception of the opportunity for the advancement and being promoted in their career.”
Pharmacist well-being 44	• It comprised of reverse multi-dimensions of distress, including anxiety, depression, stress, fatigue, and burnout.
Insomnia40	• The insomnia status of the pharmacists.
Pharmacist career stage 36	• It was identified into four primary career stages to progress through the pharmacist’s career: 1) exploration stage is “concerned with finding a good job fit and learning the basics of the career”, 2) establishment stage is “where the employee tries to master job skills and advance through the hierarchy of ranks existing within the career”, 3) maintenance stage is “characterized by plateaus in which the individual no longer actively strives to attain higher rank or skill in the career”, and 4) disengagement stage is “where individuals are preparing to retire from the industry”.
Responsibility of household activities 33	• The percentage of household activities pharmacists performed, such as grocery shopping, childcare or housekeeping.
Work-home conflict32	• “Conflict in which the role pressures from work and family are mutually incompatible.”
Interpersonal interactions32	• “Interactions that pharmacists have are examined in the context of pharmacist-patient, pharmacist-management and pharmacist-coworker interactions.”
Social support 40	• Job support from high-level person, leader, peer, subordinate, patient, and family support
Availability of acceptable jobs32	• “Ease offinding an acceptable job alternative.”
Professional involvement29	o There were three items: 1) memberships in professional organizations; 2) frequency of reading of professional journals; and 3) attendance at professional meetings and continuing education programs.
Tenure 33	o The number of years on active duty.
Family support 33	o The extent and level of support from the family members to be in the working organization, or to accommodate the demands of their career.
Pharmaceutical care practice 19	o “The extent to which pharmacists provided the pharmaceutical care activities such as patient recognition, medication counseling, profile screening, patient education, documentation, communication, and participation in continuing education programs.”
Lack of skill transferability 33	o “The individual could see a nontransferable skill he/she has acquired as an investment of their time and effort in the organization that could only be regained by remaining with the organization.”
Consultation time 29	o The frequency of being consulted by other healthcare professionals in a week.
Compensation & advancement32	• “An organizational environment which included better pay, benefits and advancement opportunities.”
Role overload32	• “The conflict between time and organizational demands concerning the amount of work to be done.”
Role conflict32	• “Reflecting the simultaneous occurrence of 2 or more sets of pressures such that compliance with one would make compliance with the other more difficult.”
Job-embeddedness organizational activities38	• Engaging activities to keep employees from leaving their jobs.
Organizational resources 43	• Provision of physical aspects of the organization, and characterizing by training & development, payment & recognition, and physical working condition.
Patient care performance 33	• “The overall evaluation of how well the individual is meeting the organization’s expectations in terms of job performance.”
Structural empowerment 34	o Having access to structural determinants such as knowledge about the working organizations, opportunity to advance in the pharmacists’ careers, supervisor supports, and resources that are available to them to get the job done.
Out service training 33	o The educational trainings