Turning the tide: Addressing threats to pharmacist well‐being through work redesign

The Great Resignation marked a dramatic return to the steady, rising rate of job turnover that began over a decade ago, and recent reports suggest the profession of pharmacy is no exception. Rising concerns about pharmacist turnover follow a wave of articles about the prevalence of burnout in nearly every corner of the profession. However, this should come as no surprise, as burnout and turnover are often progressively worsening symptoms of the same disease: a toxic work environment. This review suggests that many current efforts to improve burnout in pharmacy will have limited impact because they place too much emphasis on individuals and not enough of it on the environments in which they work. Scientific frameworks for understanding burnout as a problem originating from work are discussed, distinguishing burnout from other dimensions of health and well‐being. These frameworks are then followed by an integration of empiric evidence from the organizational sciences and illustrative examples from pharmacy practice to explain how burnout emerges from an imbalance of job demands (e.g., workload, time pressure, work‐life conflict) and job resources (e.g., autonomy, rewards, social support). The review concludes with a proposed course correction—one that positions organizational leaders as the people who are best equipped to address burnout at its source through a structured process known as work redesign. By doing so, leaders can create work environments that not only reduce the risk of burnout among pharmacists but also enhance their ability to thrive.