Background

Evidence suggests that stars in an organization, including academia, drive much of its productivity and reputation. There has been much said within academic pharmacy about recruitment, but little in regard to retaining its top faculty.

Objective

To identify perceptions among pharmacy faculty on how faculty are currently rewarded; what is done versus what should be done at their institution to recruit and retain star faculty; what is versus what should be done in developing faculty, and compare these perceptions across certain personal and work characteristics.

Methods

A questionnaire survey designed in Qualtrics was distributed via email to a census sample of 3378 members comprising 2018 AACP list-servs. Faculty activities and organization actions were derived from literatures and pilot testing. Frequency distributions and Kruskal-Wallis tests were conducted to describe the data.

Results

Responses from 463 faculty indicated scholarly publishing as paramount for receipt of organizational rewards. They indicated that their organizations very infrequently employed action to retain star faculty. They indicated that more should be done to retain stars, and this was largely agreed upon by those in supervisory positions, even though there were a few differences between supervisors and non-supervisors over what is already being done. While there were differences in perception primarily by respondent institution type, there were many more similarities than differences of opinion about actions taken and that should be taken to retain star faculty.

Conclusions

Pharmacy faculty affirmed the salience of scholarly productivity in the allocation of organizational rewards and indicated that certain activities like high-quality clinical practice and good citizenship behaviors were less likely to result in recognition. The results offer considerations for faculty retention strategies and the need for administrators to communicate actions taken to retain star faculty.

中文翻译：

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学术药学组织正在做什么来奖励表现并留住他们的明星教师？

背景

有证据表明，一个组织中的明星，包括学术界，在很大程度上推动了它的生产力和声誉。学术药学界对招聘有很多说法，但在留住顶尖教师方面却很少。

客观的

确定药学教员对当前如何奖励教员的看法；为招募和留住明星教师，他们的机构做了什么与应该做什么；在发展教师的过程中应该做什么与​​应该做什么，并比较这些对某些个人和工作特征的看法。

方法

在 Qualtrics 中设计的问卷调查通过电子邮件分发给 3378 名成员的人口普查样本，包括 2018 年 AACP 列表服务。教师活动和组织行动来源于文献和试点测试。进行频率分布和 Kruskal-Wallis 检验来描述数据。

结果

来自 463 名教师的回应表明，学术出版对于获得组织奖励至关重要。他们表示，他们的组织很少采取行动来留住明星教师。他们表示应该做更多的工作来留住明星，这在很大程度上得到了主管职位的同意，尽管主管和非主管之间在已经做的事情上存在一些分歧。虽然主要由受访机构类型的看法存在差异，但对于所采取的行动和应该采取的行动以留住明星教师，存在更多的相似之处而不是意见分歧。

结论

药学院教师肯定了学术生产力在组织奖励分配中的重要性，并指出高质量的临床实践和良好的公民行为等某些活动不太可能获得认可。结果为教师保留策略提供了考虑，并且管理员需要沟通为保留明星教师而采取的行动。