Introduction

The veterinary workforce shortage has become a topic at the forefront of the veterinary industry. A recent study identified an existing shortage of veterinarians and veterinary technicians, which is projected to worsen as the gap between pet-care demand and provision of care expands.^1,2 An estimated shortage of close to 15,000 companion-animal veterinarians could exist by 2030 in the US alone.¹ The Canadian Veterinary Medical Association has also listed the veterinary workforce shortage, including veterinarians and veterinary technicians, as a priority area due to increasing concerns with the present and future state of the veterinary profession.³ While a multifaceted approach is needed to address the veterinary workforce shortage, developing an understanding of factors that contribute to employee commitment will support the profession in taking action to manage the shortage.

The degree of employee commitment in a workplace impacts both individual- and organization-level outcomes, although it has yet to be thoroughly examined in the context of veterinary medicine. Despite disagreements about the best way to conceptualize commitment, it is understood that employee commitment ties an individual to their workplace, reducing the likelihood of turnover.⁴ Employee commitment has also been found to predict on-the-job behavior, such as attendance and job performance, and aspects of employee health and well-being.⁵ While studies have examined the importance of work culture in relation to well-being within the veterinary industry,^6,7 further examination of the impact of workplace environment on employee commitment and turnover is essential for creating solutions to lower the current rate of workforce attrition experienced within the veterinary profession.

Furthermore, factors associated with one’s work experience, such as clarity of or conflict within one’s role, or perceived alternative employment opportunities are generally more strongly correlated with employee commitment compared to personal characteristics.⁵ Thus, as a part of a larger study, the purpose of the present study was to explore the relationship between perceived psychosocial aspects of the workplace and organizational commitment among veterinary professionals. To accomplish this purpose, the first objective was to establish unique organizational commitment profiles within a sample of veterinary professionals working at a large corporate veterinary group. The second objective was to identify associations between perceived psychosocial aspects of the workplace and organizational-commitment profile membership.

Methods

The study protocol was reviewed and approved by the University of Guelph Research Ethics Board (REB No. 22-02-026) and is reported following Strengthening the Reporting of Observational Studies in Epidemiology guidelines.⁸

Results

Organizational commitment profiles

The results from the LPA suggested the presence of 2 profiles, with varying variances and varying covariances (ie, model 6). Model 6 was suggested as the best fit according to the computed fit indices.²⁰ The 2-profile model was supported with the highest Bayesian information criterion value (8,725.77), a significant bootstrapped likelihood ratio test (P = .01), and a minimum profile membership that exceeded 5% of the sample. Two clusters were also identified during the exploratory cluster analysis conducted in SPSS, validating the presence of 2 profiles.

Based on the LPA, 80% (n = 388) of participants had membership in Profile 1, representing high AC and high NC (Profile 1: AC/NC Dominant), and 20% (n = 99) of participants had membership in Profile 2, demonstrating mid-low levels of all 3 organizational-commitment components (Profile 2: Mid-Low Commitment). The mean scores for Profile 1 for AC, CC, and NC were 5.39, 4.00, and 5.11, respectively. In contrast, the mean scores for Profile 2 for AC, CC, and NC were 3.19, 3.09, and 2.87, respectively (Figure 1).

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Box plot of Three-Component Model employee commitment scores (affective commitment [AC], continuance commitment, and normative commitment [NC]) by organizational-commitment profile (AC/NC Dominant Profile and Mid-Low Commitment Profile) for 487 veterinary employees who work for a corporate veterinary organization in Canada.

Citation: Journal of the American Veterinary Medical Association 262, 4; 10.2460/javma.23.10.0601

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Furthermore, participants in the AC/NC Dominant Profile (Profile 1) had a median intention-to-leave score of 2.0 (mean, 1.97; SD, 1.06; min–max, 1–5), which was significantly lower (W = 8,179.5; P < .001) than participants in the Mid-Low Commitment Profile (Profile 2), who had a median intention-to-leave score of 3.0 (mean, 3.33; SD, 1.25; min–max, 1–5). This significant difference supported the a priori hypothesis that those with stronger commitment (Profile 1) to their veterinary hospital would demonstrate lesser intention to leave.

Discussion

The present study investigated organizational commitment among veterinary professionals working within a large corporate veterinary group. The LPA identified 2 subsamples, or distinct profiles, of which most respondents had membership in Profile 1, representing high levels of AC and NC, with only a fifth of respondents who had membership in Profile 2, characterized by mid-to-low levels of all 3 components of commitment. Of significance, members of the AC/NC Dominant Profile were confirmed to have lower intentions to leave their job at their current hospital compared to members of the Mid-Low Commitment Profile. This study also identified psychosocial aspects of the workplace that were positively associated with membership in the AC/NC Dominant Profile, which could be used to inform the development of organizational activities intended to promote employees’ commitment to their hospital.

The participants of this research represented a fairly homogeneous sample with only 2 distinct commitment profiles identified, compared to previous studies conducted in diverse industries, which have commonly identified between 5 and 7 profiles.^14,15 Most respondents within the present study displayed high levels of AC and NC, as represented by Profile 1. The decision to become a veterinarian is often decided at a very young age, typically due to factors such as a desire to work with animals and improve animal health.²⁴ Veterinary technicians share this affinity for helping animals,^25,26 while veterinary support staff have only recently become the focus of similar inquiry in the literature.⁷ It is thought that individuals with a “calling” may have stronger organizational commitment and desire to see the organization succeed.²⁷ Therefore, it is logical that individuals with intrinsic motivations to support animal health would cultivate an emotional attachment to working in veterinary practice that provides an opportunity to fulfill their “calling.” Affective commitment has been found to have the strongest correlations with favorable outcomes for organizations (eg, increased attendance, enhanced job performance) and employees (eg, reduced stress).⁵ Assessing the organizational fit of job candidates is a hiring practice that could be utilized by hospital leadership to foster alignment between a hospital or organization’s values and the values of job candidates.²⁸ However, before adopting this practice in the context of veterinary medicine, further examination is needed.

A high level of NC was observed among respondents with membership in Profile 1, whereas a mid-to-low level was identified among respondents with membership in Profile 2. This finding of high NC among respondents with membership in Profile 1 reflects a high level of obligation to a respondent’s veterinary hospital, which can result from a variety of factors. It is possible that for many of these employees, the veterinary workforce shortage stimulated greater feelings of obligation toward participants’ hospitals, including their teams. Another explanation for the high level of NC in the present sample may pertain to receiving extensive training through one’s employer, which can result in a higher sense of obligation to remain in one’s job. Evidence in support of this line of reasoning can be found in a study¹¹ of student and registered nurses, for whom NC was positively correlated with engagement in professional activities, such as continuing education and involvement in professional associations. Within the present study, all veterinary hospitals were associated with a large veterinary corporation that regularly provides training and development opportunities for its employees, such as mentorship activities, continuing education conferences, and access to virtual and hands-on training. These opportunities may have increased participants’ sense of obligation to stay with their hospital. It would be valuable for all veterinary employers to consider opportunities to support their staff’s involvement in continuing education and veterinary professional associations to foster NC toward their hospital.

With respect to CC, a mid-to-low level was observed across both profiles identified in the present study. A strong display of CC would suggest that an individual remains in their job because they need to; in other words, the perceived costs associated with leaving are too high (eg, impact on salary, seniority, benefits, etc).¹¹ The results of the present study suggest that participants perceived the costs associated with leaving to be low. At the time of data collection for this study, the veterinary profession was experiencing a workforce shortage.³ As a result of this shortage, the demand for veterinary professionals outpaced the supply, which increased job candidates’ choice of employment and leverage in the industry. These economic conditions leave veterinary hospitals in a position where there is a need to focus on both attracting and retaining veterinary employees. Findings of the present study suggest that veterinary employers are likely to benefit more from focusing on intrinsic rewards for employees such as recognition and engagement, which often contribute to AC and NC, rather than relying solely on salary or other extrinsic rewards that support CC.

In the present study, members of the profile containing high levels of AC and NC had higher odds of reporting greater recognition and fair treatment in the workplace. Recognition contributes to individual engagement in the workplace, which is associated with increased job satisfaction and encouragement to further one’s skills and knowledge.^29,30 In addition, being appreciated and recognized for work has been found to be protective against burnout in veterinary medicine.³¹ Not only do organizational processes that promote employee recognition have a positive impact on workplace engagement and well-being, they have also been shown to extend beyond the individual to employees who witness recognition of their colleagues.³² Veterinary practice leadership should be encouraged to recognize and praise their employees directly through oral or written communication and by publicly acknowledging employees’ achievements and contributions.³²

Similarly, the present study found that greater perceived influence at work, specifically regarding influence on decisions that impact one’s work and workload, was positively associated with membership in the profile containing high levels of AC and NC. Lack of control, or decision latitude, has been linked to burnout across industries,³³ eventually leading to low employee commitment, decreased productivity, and increased turnover.³⁴ Having a voice in decisions regarding one’s role has been found to contribute to individual engagement within a veterinary team, which in turn promotes job satisfaction and is associated with decreased aspects of burnout, including exhaustion and cynicism.²⁹ While the associations between burnout, job satisfaction, and organizational commitment were not examined in the present study, it is likely that increasing veterinary employee’s engagement in work-related decisions could positively contribute to all 3 of these outcomes.²⁹ In addition, a systematic review of workplace interventions found that restructuring tasks in a manner that increases job control and autonomy has superior implications on worker mental and physical health compared to changes in workplace support (eg, social support, contact with superiors, satisfaction with coworkers).³⁵

Within the present study’s survey, the items pertaining to quality of leadership reflected a supervisors’ ability to prioritize job satisfaction, work planning, and conflict resolution, and this scale was also positively associated with membership in the profile containing high levels of AC and NC. A lack of positive leadership has been suggested to contribute to a toxic veterinary-team environment, in particular when conflict is not properly managed.³⁶ Veterinary leaders have identified relationships as being at the center of their responsibilities, while also recognizing them as the biggest challenge in their daily work.³⁷ Considering the wide range of leadership roles within veterinary medicine (eg, close to a third of participants in the present study stated they hold a leadership position within their role), it is prudent for veterinary professionals in a leadership role to pursue additional leadership training, including conflict-resolution training. Previous research involving focus group participants suggests that conflict avoidance and a lack of consequences for poor behavior contribute to a toxic social environment within a veterinary practice, and that a more formal leadership structure could improve the social environment.³⁶ Human healthcare has benefited from interventions focused on enhancing leadership behaviors among leaders and management; interventions with the greatest efficacy included creating a personal development plan and incorporating self-directed learning, workplace-based learning, and reflection.³⁸ Recognizing the impact that leadership can have on organizational commitment, veterinary practices should purposefully pursue leadership-development opportunities for hospital management and team leads.

Meaning of work was retained in the present study as a possible confounder of the relationship between work-life conflict and organizational-commitment profile membership. Meaning of work reflects the sense of purpose that an individual derives from their work and has been considered to reduce or offset workplace incivility.³⁹ The meaningfulness of working with animals has been identified by veterinary technicians in previous research as an intrinsic reward that compensates for other disadvantages of their job, such as low pay.²⁶ While the present data cannot be used to make causal inferences, it is hypothesized that high-level meaning of work may increase an individual’s commitment to their job and that the intrinsic fulfillment from work may shift one’s work-life balance to favor work life at the expense of private life.

Work-life conflict was positively associated with membership in the profile containing high levels of AC and NC in the present study. This conflict was expressed through items conveying the negative impact of the time and energy consumed by the workplace, specifically on respondents’ private lives. A 2022 well-being study⁷ found that 39% of veterinarians were not satisfied with their work-life balance and over half (51%) were working more hours than they would like. Veterinarians and veterinary staff were found to score higher in neuroticism than the general population,⁷ a trait that is most associated with well-being.⁴⁰ Further, individuals with high scores in neuroticism are less likely to manage well with long working hours.⁴¹ Maintenance of a healthy work-life balance has been suggested as a strategy to promote well-being within the veterinary industry.⁷ The present findings suggest that individuals who have greater conflict between work and private life have greater odds of being in the profile containing high levels of AC and NC. Comparably, a study³⁰ of veterinary technicians found that those who intended to stay in their job were more likely to report being overused. For cases in which veterinary hospital leadership leverage psychosocial aspects of the workplace to promote employee commitment (through factors related to influence at work, quality of leadership, rewards/recognition, and meaning of work), the present findings indicate that careful attention should be paid to supporting the potential conflict that may arise for these employees between their work and private life. This is particularly important, as work-family conflict has been identified to be a strong predictor of burnout.⁴²

With increasing awareness of the challenges that can be experienced by those working within the veterinary industry, including serious psychological distress, burnout, and suicide,⁷ it behooves all involved in the veterinary profession to work toward finding sustainable solutions for veterinary practices to improve the mental health and well-being of their teams. An evidence-based program focused on acceptance and commitment training has been shown to reduce occupational distress among veterinary professionals, including stress, work-related burnout, client-related burnout, and burden transfer.⁴³ Similar effects have been found from facilitated and self-paced offerings, which create opportunities for broad dissemination of the training.^43,44

Interpretation of the present findings should be mindful of the following contextual considerations: First, participants were recruited via their corporate emails; hence, it is possible that employees who were less committed to or engaged with the organization were less likely to respond to the survey, potentially introducing a nonresponse bias in the present findings. Second, given the cross-sectional nature of this study, inferences cannot be made regarding the causality of the observed relationships. Third, although the response rate within the present study was higher than in a recent workforce study⁴⁵ conducted by the Canadian Veterinary Medical Association, which obtained a response rate of 8%, the present findings come from a sample of employees from a corporate veterinary organization and may not be generalizable to the wider veterinary-employee population (ie, the wider population being inclusive of both corporate-owned and independent veterinary hospitals with different management structures). The latter consideration suggests that the veterinary industry would benefit from further research into organizational commitment that includes a more diverse population of veterinary employees to determine whether additional organizational-commitment profiles exist. Further, the veterinary industry may also benefit from an examination of workplace psychosocial factors that impact employees’ occupational commitment (ie, commitment to the veterinary profession), as the factors that promote one’s commitment to their hospital may differ from those that promote commitment to the veterinary profession.

This study identified the significance of one’s influence at work, rewards/recognition, quality of leadership, and meaning of work as positive predictors of organizational commitment, while also creating awareness of the potential work-life conflict that may arise when employees perceive a greater level of commitment to their job. In considering the findings of the present study, veterinary hospitals may wish to start by reviewing current work processes as they relate to the factors identified, followed by a hospital-development plan to enhance these characteristics of the workplace. This approach could prove to be a beneficial step toward favorable outcomes for veterinary practices and their employees, such as increased employee attendance at work, enhanced job performance, reduced stress, and a decrease in turnover.

Disclosures

VCA Canada reviewed and cleared the final survey procedure and instrument prior to dissemination, provided a means of direct communication with VCA Canada associates for the purposes of study recruitment, and reviewed and cleared the final manuscript prior to submission with no requested changes. VCA Canada was not involved in the development of the survey or recruitment materials, data collection, analysis, interpretation, or writing of this manuscript.

No AI-assisted technologies were used in the generation of this manuscript.

Funding

Dr. Janke holds a Mitacs Elevate Fellowship in partnership with VCA Canada. Dr. Blokland’s position is funded by the VCA Canada Chair in Relationship-Centred Veterinary Medicine at the Ontario Veterinary College, University of Guelph, held by Dr. Coe. Dr. Coe regularly receives research funding and honoraria from and consults for various veterinary organizations and commercial companies.