Intention‐to‐Leave Among New Zealand Podiatrists: A Cross‐Sectional Survey of Frequency and Associated Factors

Abstract

Background Workforce retention poses ongoing challenges for podiatric care provision in Aotearoa New Zealand (NZ); however, intention-to-leave (ITL) from the workforce and its associated factors have not been explored. This study aimed to determine the frequency of ITL among NZ podiatrists and identify factors associated with leaving intentions.

Methods A cross-sectional online survey of NZ-registered practising podiatrists was conducted. Demographics, employment, workplace and attitudinal measures were collected as independent variables. ITL was assessed using (1) a self-reported single-item Likert scale and (2) total scores on the validated six-item Turnover Intention Scale (TIS-6), with higher scores indicating greater turnover intention. Associations between both ITL outcomes and independent variables were examined using theory-informed hierarchical logistic and linear regression models, as appropriate.

Results A total of 143 podiatrist responses were analysed. Over half (50.7%) reported being somewhat or highly likely to leave the profession, with 23.8% indicating plans to exit within 2 years. The mean TIS-6 total score was 15.41/30 (SD 5.16). In fully adjusted models, workplace and psychosocial factors demonstrated the most consistent associations with ITL. Lower organisational support (OR = 0.60, p = 0.049), lower role satisfaction (OR 0.64, p = 0.041; B = −2.08, p ≤ 0.001), lower perceived professional respect (B = −1.14, p < 0.05) and higher stress levels (OR 0.57, p = 0.023) were associated with greater ITL.

Conclusions ITL among NZ podiatrists is prevalent, with over half of this sample reporting some ITL and almost one quarter considering a near-term exit. Given the relatively small NZ podiatry workforce, these findings raise important concerns regarding future workforce sustainability and service-provision capacity. Addressing modifiable factors such as role satisfaction, organisational support, professional value and workplace stress may represent important targets for retention initiatives.