A Loss Cycle of Burnout Symptoms and Reduced Coping Self-Efficacy: A Latent Change Score Modelling Approach.

Police officers are frequently faced with chronic and acute stressors, such as excessive workload, organizational stressors and emotionally charged reports. This study aims to examine the relationship between a form of chronic strain (ie, burnout symptoms) and a resource (ie, coping self-efficacy) in a sample of Dutch police officers. Specifically, we aim to investigate the existence of a loss cycle of resources. We use Latent Change Score modeling to investigate the potential depletion or loss cycle of coping self-efficacy as a result of burnout symptoms in a sample of 95 police officers who completed a survey on three consecutive timepoints. The lag between the measurements was approximately one year. We found that, during both one-year intervals, within-person increases in burnout symptoms were related to within-person decreases in coping self-efficacy. Also, the results emphasize the buffering role of coping self-efficacy for burnout symptoms, as within-person decreases in coping self-efficacy during the first year were associated with within-person increases in burnout symptoms during the following year. Together, the results imply that a loss cycle of coping self-efficacy and burnout symptoms may occur. For this we used Latent Change Score modeling, which is a relatively new approach which provides researchers with the opportunity to analyse multi-wave longitudinal data while focusing on within-person changes over time. Practically, police organizations are advised to monitor personnel wellbeing and resources, to maintain and promote sustainable employability of police officers and to be able to timely provide individuals with interventions. Limitations discussed are the use of self-report measures and large intervals between the measurements. Finally, future directions of research are discussed that would circumvent the reported limitations, such as multiple wave with shorter lags and incorporating confounding factors that could affect coping self-efficacy.

Algorithmic management and human-centered task design: a conceptual synthesis from the perspective of action regulation and sociomaterial systems theory.

This paper aims to explain potential psychological effects of algorithmic management (AM) on human-centered task design and with that also workers' mental well-being. For this, we link research on algorithmic management (AM) with Sociomaterial System Theory and Action Regulation Theory (ART). Our main assumption is that psychological effects of sociomaterial systems, such as AM, can be explained by their impact on human action. From the synthesis of the theories, mixed effects on human-centered task design can be derived: It can be expected that AM contributes to fewer action regulation opportunities (i.e., job resources like job autonomy, transparency, predictability), and to lower intellectual demands (i.e., challenge demands like task complexity, problem solving). Moreover, it can be concluded that AM is related with more regulation problems (i.e., hindrance demands like overtaxing regulations) but also fewer regulation problems (like regulation obstacles, uncertainty). Based on these considerations and in line with the majority of current research, it can be assumed that the use of AM is indirectly associated with higher risks to workers' mental well-being. However, we also identify potential positive effects of AM as some stressful and demotivating obstacles at work are often mitigated. Based on these considerations, the main question of future research is not whether AM is good or bad for workers, but rather how work under AM can be designed to be humane. Our proposed model can guide and support researchers and practitioners in improving the understanding of the next generation of AM systems.

Job demands-resources on digital gig platforms and counterproductive work behavior.

Introduction: With the rapid expansion of digital gig platforms, counterproductive work behavior among gig workers has become increasingly prominent, adversely impacting the platform's reputation, operational efficiency, and user experience. This study aims to explore how job demands and job resources influence counterproductive work behavior among gig workers. Methods: Grounded in the Job Demands-Resources model and Job Engagement Theory, this study develops a second-order chain mediation structural model to analyze the effects of job demands (Work pace/workload, physical demands, psychological demands, and customer-related social stressors) and job resources (Compensation, job security, learning opportunities, and opportunities for professional development) on counterproductive work behavior. Cognitive, emotional, and behavioral engagement are also examined as mediators. Results: Job demands positively influence counterproductive work behavior, while job resources have a negative impact. Cognitive, emotional, and behavioral engagement each negatively affect counterproductive work behavior. Additionally, platform formalization moderates the negative influence of gig workers' engagement on counterproductive work behavior. Discussion: This research provides a comprehensive theoretical framework for digital gig platform managers to understand and predict gig workers' counterproductive work behavior. It also offers practical implications for optimizing the work environment, enhancing job engagement, and mitigating counterproductive work behavior, thus fostering mutual development between gig workers and the platform.

Imbalance between Employees and the Organisational Context: A Catalyst for Workplace Bullying Behaviours in Both Targets and Perpetrators.

Research on workplace bullying from the perpetrators' perspective is limited, leading to few interventions tailored to them. This gap stems from insufficient understanding of how organisational conditions and individual dispositions trigger or amplify perpetrator behaviour. To develop effective interventions in preventing bullying, perceived organisational factors were examined. This study, guided by the Job Demands-Resources (JD-R) model and the three-way model of workplace bullying (WB), aims to explore the effects of perceived (im)balances in the task or employee focus, social atmosphere (positive or negative), and hierarchical structure (high or low) in organisations on the incidence of WB, both in terms of perpetrator and target experiences. The research involved 1044 employees from multiple Spanish organisations and sectors: 51.7% in services, 24.6% in education, 14.5% in wholesale and retail trade, and 9.2% in manufacturing. The average age of participants was 35.43 years (SD = 10.9), with a female majority of 61.3%. Using a cross-sectional study design, the experiences of being a target and perpetrator were quantitatively assessed through validated WB target and perpetrator scales. Additionally, the study qualitatively examined employees' perceptions of their organisational context through free descriptions, using adjectives to depict their views. Correspondence analysis was employed to test the hypotheses, and the results affirmed them. The study found that perceived imbalances in organisational focus, social atmosphere, and hierarchy correlate with higher WB target and perpetrator reports, whereas balanced atmospheres correlate with no WB. This research underscores the significance of balanced organisational contexts in mitigating WB. It highlights a gap in the current literature regarding the broader organisational factors that influence bullying and advocates for a more in-depth understanding of these dynamics. Furthermore, it contributes to the existing body of knowledge by offering a comprehensive and harmonised approach to preventing WB, transcending isolated interventions.

Promotion or prevention: regulatory foci as moderators in the job demands-resources model.

BACKGROUND: Building on the job demands-resources (JD-R) model and regulatory focus theory, this study examined how regulatory foci shaped the effects of different job demands and resources on both negative and positive workplace outcomes among medical staff. METHODS: Two independent studies (NStudy 1 = 267; NStudy 2 = 350) were designed for cross-validation. Participants completed a battery of measures evaluating job demands (workload, emotional demands, interpersonal stress), job resources (psychological safety, perceived organizational support, servant leadership), and well-being (job burnout, affective commitment, job satisfaction). RESULTS: Multiple linear regression analyses showed employees' well-being was affected by job demands and resources through energetic and motivational processes, respectively. The deleterious effect of emotional demands on job burnout was pronounced in individuals with weak prevention focus (B = 0.392, standard error [SE] = 0.069, p < .001). Psychological safety (Study 1) and servant leadership (Study 2) had stronger positive associations with motivational outcomes among individuals with weak promotion focus than those with strong promotion focus (B = 0.394, SE = 0.069, p < .001; B = 0.679, SE = 0.121, p < .001; and B = 0.476, SE = 0.072, p < .001, respectively). CONCLUSION: We used two samples to examine and cross-validate the joint effects of job characteristics and personal traits on workplace well-being among Chinese medical staff. Although heterogenous, the results showed regulatory foci were especially important in determining the effects of job demands and resources on well-being when there was (autonomous) self-regulation in the workplace.

Factor structure and measurement invariance of the University Demand-Resource Questionnaire: further evidence from Hungarian university students.

Purpose: The present study aimed to further examine the factor structure and measurement invariance of the UDRQ among a sample of Hungarian university students. Methods: Firstly, the factor structure of the UDRQ was examined among 837 Hungarian university students. Specifically, two measurement models (first-order model and second-order model) were constructed and compared. Secondly, the internal consistency reliability of the UDRQ was examined. Thirdly, measurement invariance of the UDRQ was evaluated across genders. Finally, measurement invariance of the UDRQ was evaluated across two different samples. Results: It was found that the first-order model outperformed the second-order model and better represented the factor structure of the UDRQ subscales. Results of Cronbach's alpha and Composite Reliability suggested that the internal consistency reliabilities of the two UDRQ subscales were satisfactory. Measurement invariance analysis revealed that the UDRQ measurement model was strict invariant across genders and samples. Conclusion: The findings of the present study indicated that the UDRQ displayed satisfactory reliability and validity and could be used to assess demands and resources of Hungarian university students.

Social media use for work during non-work hours and turnover intention: the mediating role of burnout and the moderating role of resilience.

Introduction: This study uses survey data from 504 Chinese teachers to investigate the relationship between social media use for work during non-work hours (SMUNW) and turnover intention, focusing on the mediating role of burnout and the moderating role of resilience in this relationship. Methods: In November 2023, online survey links were sent to 529 teachers from Shandong Province, China, asking them to report their perceptions of SMUNW, burnout, resilience, and turnover intention. A sample of 504 valid responses was obtained. The analysis was performed using SPSS 26.0 and Hayes' PROCESS MACRO for SPSS for testing the hypotheses. Results: The results revealed that burnout acts as a mediator in the relationship between SMUNW and turnover intention. In addition, resilience moderated the relationship between SMUNW and burnout such that when resilience was higher, the relationship between SMUNW and burnout was alleviated. Moreover, resilience moderated the indirect relationship between SMUNW and turnover intention through burnout such that when resilience was higher, the indirect relationship was alleviated. Discussion: The results of this study indicate that SMUNW is related to turnover intention through the mediating role of burnout. Furthermore, resilience moderates the influence of SMUNW on burnout and thus weakens the influence of SMUNW on turnover intention through burnout. This study expands our knowledge of the nuanced influence mechanisms of social media use in the context of increasing technostress among public employees. Practically, it suggests that managers should pay due attention to the impairments brought about by social media use, especially from the perspectives of preventing burnout and fostering resilience.

Is adding resources always beneficial? Multiplicative impact of psychological capital and goal-oriented climate on Spanish public worker satisfaction and engagement.

Introduction: The motivation process from personal resources to commitment of administrative employees is still little studied. This article uses the Job Demands-Resources model to investigate how the multiplicative effect of personal resources and a goal-oriented climate among public employees influences their satisfaction and engagement at work. Specifically, it proposes a model where the influence of psychological capital on engagement is mediated by job satisfaction and moderated by the goal orientation climate. Method: A total of 326 employees of the administrative staff of a Spanish Public Administration answered a self-reported survey. Partial Least Square-Structural Equation Modeling (PLS-SEM) approach was used to evaluate the validity and reliability of the data, as well as, to test the hypotheses formulated. Results: The SEM results show the positive impact of psychological capital on employee engagement, and the mediating role of job satisfaction in this relationship. Furthermore, the existence of a goal-oriented climate negatively moderated the relationship between Psychological Capital and Job Satisfaction, reducing the mediation effect. Discussion: These findings open new doors for future research in the necessary adaptation of human resource policies to improve the motivation process in the public administration context.

Evaluating the two-item measure of engagement at work for Japan Self-Defense Forces: A cross-sectional study.

Aim: Work engagement is critical in both occupational and mental health contexts. However, no studies have compared the usefulness of the nine-, three-, and two-item measures from the Utrecht Work Engagement Scale (UWES). Therefore, this study aimed to examine the internal consistency and convergent validity of the two-item measure and compare its usefulness with the nine-item and three-item versions for assessing engagement at work among Japan Self-Defense Forces (JSDF) personnel. Methods: This cross-sectional study included 229,383 participants who underwent an annual mental health check between October 19 and December 17, 2021. To test the internal consistency of the scales, Cronbach's alpha was used. To test the convergent validity, Pearson's correlation coefficients were examined for each item corresponding to job resources, job satisfaction, stress reactions, and job demands assessed by the Brief Job Stress Questionnaire. Results: Most participants were men (89.8%). Cronbach's alpha coefficients for the nine-, three-, and two-item scales were 0.95, 0.85, and 0.80, respectively. All three versions showed significant and positive correlations with each of the items corresponding to job resources and job satisfaction. The correlation coefficients of the two-item scale were not inferior to those of the nine-item and three-item scales for job resources and job satisfaction items. Conclusion: Our results showed the internal consistency and convergent validity for the two-item measure of engagement at work among JSDF personnel. The two-item measure may be useful for briefly and efficiently assessing the actual state of workers' engagement at work.

IS THIS (TELE)WORKING? A path model analysis of the relationship between telework, job demands and job resources, and sustainable employability.

BACKGROUND: Technological advancements and the COVID-19 crisis have accelerated the adoption of telework, impacting employees' work dynamics. Moreover, an aging workforce emphasises the need for sustainable employability. With reference to the Job Demands-Resources (JD-R) Model, this study explores how telework relates to job demands and job resources and, subsequently, to sustainable employability. OBJECTIVE: The present study investigates the repercussions of increased telework on employees' sustainable employability. Hypotheses posit direct and indirect (i.e., mediated) relationships, providing insights for evidence-based telework policies. METHODS: Data from 552 government employees was collected through an online survey. Data collection occurred during the COVID-19 pandemic when widespread teleworking was prevalent. A path model was employed to analyse associations between telework, job demands (specifically work pressure), job resources (social support, workplace communication, and role clarity), and sustainable employability dimensions, including vitality, work ability, and employability. RESULTS: Our path model reveals that heightened telework was associated with elevated work pressure and diminished role clarity. Surprisingly, a positive association emerges between work pressure and sustainable employability. Notably, no significant relationship is found between telework, social support, and workplace communication. Role clarity is likely to be pivotal, positively influencing vitality and employability. CONCLUSIONS: This study provides valuable insights into the effects of telework on job demands, resources, and sustainable employability. The unexpected positive association between work pressure and sustainable employability challenges conventional stressor paradigms. The relationships between telework, job demands, job resources, and sustainable employability uncovered in this study can contribute to evidence-based teleworking policies and strategies that support employee health and employability amidst evolving work structures.

Testing the job demands - resources model to explain organizational trust among private prison staff.

Two major forms of organizational trust are supervisor trust and management trust. Guided by the job demand-resources model, this exploratory study examined how the job demand variables of role conflict, role ambiguity, role overload, and fear of being victimized at work and the job resource variables of instrumental communication, job autonomy, job variety, and quality training were linked to both forms of organizational trust among staff at a private U.S. prison. Results showed that workplace variables predicted both types of trust and were generally stronger predictors than personal attributes. Moreover, resources played a greater role than job demands in shaping both supervisor and management trust. Among the demands, only role conflict was a significant negative predictor of supervisor trust and management trust. Instrumental communication, job autonomy, and job variety were significant positive predictors of supervisor trust. Job autonomy and job variety both had significant positive associations with management trust.

New nurses' practice environment, job stress, and patient safety attitudes: a cross-sectional study based on the job demands-resources model.

BACKGROUND: Patient safety is paramount for all healthcare agencies. Health professionals' lack of patient safety competencies threaten patients' lives, and increase patients, families, hospitals, and social burdens. The new nurse-related patient safety issues have particularly attracted much attention. The aim of this study was to examine the impacts of practice environment and job stress on new nurses' patient safety attitudes by employing the job demands-resources model. METHODS: The study used a cross-sectional structural equation modeling (SEM). A convenience sample of 370 new nurses was recruited from seven tertiary hospitals in Anhui province, China, from April 2022 to August 2022. Data were collected using self-report questionnaires including the Chinese version of the Nurse Job Stressors Scale, the Practice Environment Scale, and the Safety Attitudes Questionnaire. RESULTS: New nurses' patient safety attitudes scores were moderate (126.99 ± 14.39). Practice environment had a significant direct effect on job stress (ß = -0.337, t = 6.120), patient safety attitudes (ß = 0.604, t = 13.766), practice environment had an indirect effect on patient safety attitudes through job stress (ß = 0.066, t = 3.690), and the indirect effect accounted for 9.9% of the total effect. This model was able to explain 48.3% of patient safety attitudes with moderate prediction accuracy. CONCLUSIONS: This study emphasizes the importance of improving new nurses' attitudes toward patient safety. Hospital administrators should develop policies and strategies to address job characteristics, and establish a favorable work environment to reduce new nurses' job stress as well as to improve patient safety.

Countering technostress in virtual work environments: The role of work-based learning and digital leadership in enhancing employee well-being.

Virtual work has been highlighted as an important business trend nowadays. Technostress caused by information and communication technology threatens employee well-being in a virtual context. We integrate insights from the Job Demands-Resources theory to explore the impact of technostress on employee well-being and examine work-based learning and digital leadership capability as buffers of this negative impact via the attenuating effect of work exhaustion. We collected multi-wave survey data from 300 virtual employees to test the theoretical model. Results revealed a significant negative impact of technostress on employee well-being. However, work-based learning and digital leadership capability buffered employees' well-being from this negative effect by reducing their work exhaustion. Our findings extend our understanding of work design and shed light on how to cope with virtual work demands.

Mechanisms Explaining the Longitudinal Effect of Psychosocial Safety Climate on Work Engagement and Emotional Exhaustion among Education and Healthcare Professionals during the COVID-19 Pandemic.

During the COVID-19 pandemic, the education and healthcare sectors were severely affected. There is a need to investigate the ways in which these workers in at-risk sectors can be protected and through what mechanisms. The aims of this research are, therefore, (1) to assess the mediating role of job demands and resources in the relationship between psychosocial safety climate (PSC) and work engagement and emotional exhaustion, and (2) to test for sector-specific differences among education and healthcare professionals during the COVID-19 pandemic. In the study, which employed a longitudinal design including three measurement times, 70 education professionals and 69 healthcare professionals completed a questionnaire measuring PSC, psychological demands, social support, recognition, work engagement, and emotional exhaustion. The results show that PSC was significantly higher among education professionals than among healthcare professionals. When considering both job sectors together, mediation analyses show that social support mediates the PSC-work engagement relationship, while psychological demands mediate the PSC-emotional exhaustion relationship. Moderated mediation analyses show that job sector is a moderator: among education professionals, colleague support and recognition mediate the PSC-work engagement relationship, and psychological demands mediate the PSC-emotional exhaustion relationship. PSC is associated with more balanced job demands and resources, higher work engagement, and lower emotional exhaustion among education and healthcare professionals. The study of these two sectors, which are both vital to society but also more exposed to adverse work conditions, shows the importance that managers and executives must attach to their mental health by improving their respective working conditions.

WORKING AT THE TOP OF THEIR CAPABILITIES: HOW TEAMWORK SUPPORT ATTENUATES LEADER ROLE CONFLICT.

Objective: To understand whether team member support reduces team leader stress. Method: In Phase 1, we used hierarchical linear modeling with survey data and administrative records from 45 Veterans Health Administration teams (73 providers and 228 associated members) to investigate how teamwork support mitigates leader stress. In Phase 2, we adopted a parallel/simultaneous mixed methods design, utilizing open- and closed-ended responses from 267 additional Veterans Health Administration providers. With the mixed methods design we first analyzed open-ended responses using directed content analysis and hypothesis coding. Next, we transformed our codes into counts and compared them with closed-ended responses to understand whether teamwork support allows leaders to engage in work aligned with their qualifications. Results: As predicted, providers' role conflict corresponded with decreased performance under low teamwork support, but this negative relationship was attenuated with high teamwork support as such support allows leaders to focus on tasks they are uniquely qualified to perform. Conclusions: These findings emphasize the facilitative nature of teams in supporting leaders: followers provide teamwork support that helps leaders navigate role conflict by allowing leaders to work on tasks consistent with their qualifications.

The impact mechanism of telework on job performance: a cross-level moderation model of digital leadership.

Traditional enterprise management believes that telecommuting activities are out of the enterprise's control, which may reduce staff performance. We use the extension of job demand-resource theory and work embeddedness theory to develop and test the intermediary mechanism of embedded in and out of work in telework. Moreover, it judges the mediating effect of job embeddedness on telecommuting → job performance. With the help of family conflict theory, we have revealed the possible performance changes in telework and the impact of family on telework. We predict embedding outside of work may reduce job performance. However, this worry will not happen under the adjustment of digital leadership and job insecurity. We collected survey data from 36 enterprise teams and 328 members. We have confirmed that work performance will not be reduced by telecommuting. Digital leadership magnifies the embedding of telecommuting resources into employees' work to a certain extent and inhibits the embedding problem outside work caused by telecommuting requirements. The telecommuting requirement may become a positive factor for employees staying home and avoiding workplace conflicts. We confirmed the inhibitory effect of job embeddedness on turnover rate and expanded the antecedent model of job embeddedness theory.

How Transformational Leadership Affects the Off-work Recovery of Daily Personal Energy Resources via Work Engagement: Resource and Demand-based Pathways.

This study focuses on the transformational leadership-work engagement relationship by investigating resource and demand pathways for daily off-work recovery and employee wellbeing (EWB). While previous research highlighted how transformational leadership energizes employees to engage at work, energy is a finite resource requiring daily restoration for EWB. Yet, how the leader's energizing effect relates to daily employees' recovery remains unknown. Following job demands-resource-recovery theory, we test two pathways that relate the transformational leadership-work engagement relationship to daily employee recovery: (a) Resource-based via resource-building, (b) demand-based via increased demands. Utilizing a 10-day, two daily measurement (N = 88) study, multilevel path analyses revealed: transformational leadership predicted via work engagement (b = .17, p < .05) role clarity (b = .56, p < .01), then positive (b = .39, p < .01), and negative work-nonwork spillover (b = -.38, p < .01). Positive work-nonwork spillover predicted recovery positively (b = .25, p < .01), negative work-nonwork spillover negatively (b = -.40, p < .01). Recovery predicted EWB for positive (b = .38, p < .01) and for negative (b = -.43, p < .01) affect. Work engagement predicted workload (b = .35, p < .01), further negative (b = .33, p < .01) and positive work-nonwork spillover (b = -.16, p < .01), hampering EWB. As one pathway effect might cancel the other, the main effect of transformational leadership on EWB was not significant in the integrative model (p > .05). Results highlight dark and bright sides of the transformational leadership-work engagement relationship regarding daily recovery.

Childhood Maltreatment and Adult Work Absenteeism: Work Meaningfulness as a Double-Edged Sword.

The adverse impacts of childhood maltreatment (CM) on an individual's health and economic welfare are widely recognized, yet its occupational and organizational effects remain less explored. Employee absenteeism, known as absenteeism, is often a sign of workplace maladjustment and may be linked to a history of CM. Some individuals in the helping professions, who exhibit a strong sense of purpose in their employment and pursue it in demanding environments, are CM survivors. This study investigates whether a heightened sense of meaningfulness in their work is associated with increased absenteeism among this subgroup. We recruited 320 helping professionals from a variety of social and mental health settings, one third of whom reported experiencing CM. As hypothesized, CM was positively correlated with work absenteeism. Furthermore, the relationship between work meaningfulness and absenteeism was moderated by their CM history: among those with CM experiences, greater work meaningfulness was associated with higher absenteeism rates. Our findings highlight the possibility that work meaningfulness may operate as a double-edged sword, and the importance of better understanding the challenges that high-functioning survivors of CM face within organizational contexts.

Emotional Exhaustion and Emotional Contagion: Navigating Turnover Intention of Healthcare Personnel.

Purpose: This study aimed to examine the role of personal emotions and emotional contagion within organizations on the behavior and attitudes of healthcare personnel. This study is expected to provide a theoretical foundation for reducing resignation behaviors and improving healthcare quality. Materials and Methods: This study adopted a quantitative research method with a cross-sectional survey through an online questionnaire. The bootstrap method with 5000 iterations was used to validate the role of variables within a 95% confidence interval. SPSS 26.0 and Model 5 in Process 3.4 for SPSS were used for the data analysis. Results: This research involved 459 healthcare personnel, whose levels of role overload (3.821±0.925), emotional exhaustion (3.436±1.189), and turnover emotional contagion (3.110±1.099) were notably high. Role overload was positively related to turnover intention, with emotional exhaustion as a mediator. Notably, turnover emotional contagion exerted a positive moderating effect. Conclusion: This study emphasizes the adverse effects of emotional exhaustion and turnover emotional contagion in the Chinese context, offering practical recommendations for medical organizational managers to navigate turnover intention among healthcare personnel. This study suggests paying attention to the emotional state of healthcare personnel and providing adequate support resources. Managers should routinely assess and track turnover emotional contagion within the organization, fostering a positive emotional atmosphere.

Unmasking the Unrecognized: Exploring Registered Pharmacy Technicians' Stressors During COVID-19 Through a Demands-Resources Inquiry and Looking Ahead.

Canadian registered pharmacy technicians (RPTs) were vital in supporting pharmacy operations during the pandemic. However, they have received little attention during or pre-pandemic. This study aimed to identify and understand the stressors experienced by Canadian RPTs during the pandemic and gain insights on lessons learned to help improve the profession. Through a descriptive qualitative design, virtual semi-structured focus groups were conducted with RPTs who were recruited through various sampling methods across Canada. Data were inductively analyzed and then deductively; themes were categorized using the Job Demands-Resources (JD-R) model. We reached data saturation after 4 focus group sessions with a total of 16 participants. As per the JD-R model, job demands included: (1) increased work volume and hours to meet patient demand; (2) drug shortages and managing prescriptions increased due to influx of orders coinciding with restricted access to medications; (3) fear of the unknown nature of COVID-19 met with frequent change in practices due to protocol changes and ineffective communication; and, (4) the pandemic introduced several factors leading to increased staff shortages. Themes pertaining to resources included: (1) poor incentives and limited access to well-being resources; (2) limited personal protective equipment delaying work operations; (3) and a general lack of knowledge or appreciation of the profession impacting work morale. Lessons learned from the pandemic were also provided. Overall, our findings revealed an imbalance where RPTs experienced high job demands with limited resources. Improved leadership within pharmacies, including improved communication between team members, is required. Furthermore, efforts to highlight and recognize the work of RPTs to the public is important to help improve enrollment, especially with their recent scope of practice expansion.