"Why is it not bringing me meaning and purpose?" Former occupational therapists' narratives of leaving the profession.

Autor:	Turner, Isla, McMullen‐Roach, Sarah, Baker, Amy, Murray, Carolyn M.
Předmět:	WORK EMPLOYEE retention MANAGEMENT styles CORPORATE culture PROFESSIONAL autonomy MEDICAL logic QUALITATIVE research RESPECT OCCUPATIONAL therapists LABOR turnover INTERVIEWING WORK environment STATISTICAL sampling JUDGMENT sampling OCCUPATIONAL therapy THEMATIC analysis ATTITUDES of medical personnel RESEARCH methodology JOB stress PSYCHOSOCIAL factors EXPERIENTIAL learning EMPLOYEES' workload
Zdroj:	Australian Occupational Therapy Journal; Oct2024, Vol. 71 Issue 5, p771-785, 15p
Abstrakt:	Introduction: The demand for occupational therapy services in Australia has experienced considerable growth in the last decade. Despite an increase in occupational therapy numbers, there remains a substantial workforce shortage. One reason for this shortage is difficulty with the retention of occupational therapists and subsequent workforce attrition. The literature attributes planning to leave as being influenced by high workloads, insufficient time, a negative workplace culture, and stress impacting well‐being. However, much of this research is specific to a practice area, such as mental health, and does not explore the experiences of those who have already left. Knowing why people leave occupational therapy will inform our understanding of how to support and retain our occupational therapy workforce. Methods: A qualitative study was undertaken using narrative inquiry in an Australian context. In 2022, stories were gathered from six former occupational therapists who left within the previous 5 years. Data were collected via semi‐structured in‐depth interviews using Zoom. Interviews were recorded and transcribed verbatim. The data were analysed using narrative and thematic analysis. Findings: Four themes were developed: "I just want to help this person"; "there was no real understanding"; "Trying to find where occupational therapy fits for me"; and "I'm not able to continue ... anymore." Participants experienced dissonance between enacting their occupational therapy values and the expectations of their management. They were challenged by unsupportive workplace cultures and leadership styles that undermined their autonomy. They responded with resilience, and trying new ways to continue being occupational therapists, but became increasingly uncomfortable and stressed until they reached a tipping point where they decided to leave. Conclusion: Increasing leadership development within the profession is essential, along with creative strategies for meeting funding requirements and fulfilling occupational therapy values. Workplaces that provide autonomy and respect the occupational therapy role are likely to support retention. PLAIN LANGUAGE SUMMARY: Occupational therapists are leaving the profession, leading to not having enough occupational therapists in the workforce to meet the needs in Australia. This research asked people who had left the occupational therapy profession to share their stories about why they chose to leave. Six people agreed to participate in an interview, and analysis of this data led to the development of four themes to represent their collective experiences. We found that participants were frustrated by being unable to help their clients in ways that aligned with their occupational therapy values, and they did not always feel supported by their managers when they expressed their concerns. They described their autonomy as constrained by funding models and external processes, and while they tried different strategies to address their growing disillusionment, they eventually decided to leave the profession. This decision was accelerated by issues arising with their health and well‐being, which they attributed to the stressors they were experiencing. This research highlighted a need to closely align work processes with the occupational therapy role and instill workplace cultures that are supportive with sufficient flexibility for occupational therapists to have appropriate autonomy. A review of leadership structures and creative strategies for meeting both the employer and employee expectations is recommended. The participants were all women, but they came from diverse practice areas with a wide range of years of experience prior to leaving. [ABSTRACT FROM AUTHOR]
Databáze:	Complementary Index
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