Predictors of turnover intention in the non-government alcohol and other drug sector. (4th March 2021)

• Record Type: Journal Article
• Authors: McEntee, Alice; Roche, Ann M.; Kostadinov, Victoria; Hodge, Sianne; Chapman, Janine
• Is Part Of: Drugs. Volume 28:Number 2(2021)
• Page Start: 181
• Page End: 189
• Publication Date: 2021-03-04
• Subjects: Turnover intention -- maximizing return on investment -- drug and alcohol workers -- non-government alcohol and other drug sector; Health education -- Periodicals; Medical policy -- Periodicals; Substance abuse -- Periodicals; Éducation sanitaire -- Périodiques; Politique sanitaire -- Périodiques; Polytoxicomanie -- Périodiques; 362.291705
• DOI: 10.1080/09687637.2020.1759508
• Languages: English
• ISSNs: 0968-7637

Abstract

Abstract: Background: Effective delivery of alcohol and other drug (AOD) treatment is reliant on a skilled, experienced, and satisfied workforce. The need to recruit and train workers is universally acknowledged. It is equally important to retain staff, given global shortages of health and human services workers. As few studies have investigated predictors of turnover in the AOD sector, this study examined a range of potential work-related predictors. Methods: An online survey of 294 non-government AOD workers addressed demographics, health, wellbeing, organizational characteristics, and working conditions. Bivariate analyses were performed, followed by a hierarchical linear regression. Results: The bivariate analysis found significantly higher turnover intention among workers who were younger, believed they were inadequately paid, on fixed-term contracts, had poor work-life balance, were dissatisfied with the non-government AOD sector, and had high workloads. In the subsequent linear regression significant predictors of turnover intention were dissatisfaction with the sector, high workloads, and tenuous employment status. Discussion: These findings can inform retention strategies including greater provision of permanent contracts and more manageable workloads. Reported sector dissatisfaction warrants further examination. Prioritizing retention as a core workforce development strategy may help retain trained and experienced workers, maximize return on investment and enhance provision of quality care.