Abstract
The Covid-19 pandemic drastically changed the way people work. This was no exception in the drug development industry, which like other industries has been grappling with the challenge of how to manage the transition back to the office while ensuring that people feel included. To understand what strategies organizations in the drug development industry are adopting and examine their impact on the employee experience, Tufts Center for the Study of Drug Development launched a survey that quantified the different strategies and their effect on work outcomes, including burnout, inclusion, and turnover. We found evidence that employees’ level of support for their organization’s remote work strategy had a significant impact on turnover, and this relationship was mediated by burnout and feeling of inclusion. Implications of the results are discussed.
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Notes
Men and women were the only two genders reported in the sample. The other categories for gender were excluded due to the small sample size.
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Tufts CSDD received grant funding from the Pharmaceutical Research and Manufacturers of America.
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JK, CSDD, contributed to all four aspects (substantial contribution to conception, design, analysis, interpretation; drafting and revising the work; final approval of the version to be published; agreement to be accountable for all aspects in ensuring accuracy and integrity of the work). AD, CSDD, contributed to all four aspects.
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Jennifer Kim, Tufts CSDD, has nothing to disclose. Abigail Dirks, Tufts CSDD, has nothing to disclose.
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Kim, J., Dirks, A. Is Your Organization’s Remote Work Strategy “Working”? Exploring the Impact of Employees’ Attitudes Toward Flexible Work Arrangements on Inclusion and Turnover Intention. Ther Innov Regul Sci 57, 1209–1216 (2023). https://doi.org/10.1007/s43441-023-00549-7
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DOI: https://doi.org/10.1007/s43441-023-00549-7