The employee Net Promoter Score (eNPS) as a tool for HR governance in a pharmacy chain

Abstract

The article presents the results of an empirical study of the level of the staff organizational loyalty in large pharmacy chains using the employee Net Promoter Score (eNPS).

Aim. To assess the level of loyalty and engagement of the pharmacy chain staff using the eNPS and identify organizational factors that affect employees’ willingness to recommend the company to others in order to improve HR governance.

Materials and methods. The study is based on the results of an anonymous online survey of employees of three large pharmacy chains (n = 4927) using quantitative (10- and 5-point scales, eNPS) and qualitative analysis methods. A comparative analysis was conducted by job position (managers/pharmacists), the work experience, and age categories. The results were interpreted within the concepts of employee engagement, HR governance, and the Job Demands–Resources model.

Results. The results indicate a moderately positive level of the organizational loyalty (eNPS > 0) with a predominance of loyal and neutral respondents, as well as a significant differentiation in indicators depending on the position and the work experience. The highest eNPS values were observed among the management personnel, while pharmacists, especially those with 1–10 years of experience, showed the lowest levels of loyalty, psychological safety, and trust, indicating the presence of a “mid-career crisis” and increased risks of burnout and the staff turnover. Working conditions, work schedules, the teamwork atmosphere, and the managerial support were mostly positively assessed, but the pharmacy staff showed a higher sensitivity to the operational burden and limited career opportunities. Internal communication and corporate values were identified as the strengths of the organizational model.

Conclusions. The HR governance system in pharmacy chains provides the basic organizational stability and maintains the continuity of pharmaceutical care. At the same time, management risks associated with the varying levels of the staff involvement depending on the experience and position have been identified. It justifies the necessity to implement differentiated HR interventions aimed at the staff retention and human capital development.