FLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 1Burnout, engagement and PSC in the Australian flower-retailing industry:In full bloom or room to grow?University of South AustraliaFLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 2AbstractThe Australian retail industry consists of many subdivisions. Retail employees are thought tosuffer from work overload and low support. This study focuses on the Australian flowerretailing industry, exploring the levels of burnout, work engagement and psychosocial safetyclimate (PSC) experienced by a florist in Australia, as well as specific demands andrequirements of the occupation. The participant was observed performing their normal dutiesduring one seven-hour shift. They also completed three surveys, measuring burnout,engagement and PSC. Results indicated that the participant is experiencing low burnout andhigh engagement, and they reported a high workplace PSC. Consequently, the participant isat low risk of psychological harm. Important resources for florists include autonomy andsocial support. Further research into the Australian flower-retailing industry is recommended.It is suggested that future studies investigate how the pressures of peak periods (e.g.Valentine’s Day) differentially affect florists’ psychological health and wellbeing.FLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 3The Australian retail industry employs an estimated 1,286,100 people, accounting for9.9% of the total workforce; employment has increased by 4.1% in the last five years(Australian Government, 2019). According to Mordor Intelligence (2019), the future of thisindustry depends on its adaptation to shifting consumer preferences, which are highlyinfluenced by technological advancements.Considering its size, it is imperative to explore the psychosocial working conditionswithin the retail industry. Common complaints include dissatisfaction with managementcommunication, work overload, time pressures and difficult customers (Broadbridge,Swanson, & Taylor, 2000). Additionally, job resources are low for retail workers; there areminimal opportunities for growth and limited access to social resources (Tuckey et al., 2017).Imbalanced job demands and resources may lead to decreased productivity and increasedturnover for retail employees (Lucas, 1985).Burnout is a dominant area of research for work and organisational psychologists.According to Kalliath et al. (2014), burnout is a severe consequence of occupational stress,influenced by extreme job demands and continuous interaction with other people; burnoutencompasses emotional exhaustion, cynicism and inefficacy. Overall, the nature of retailwork is associated with high levels of occupational stress (Aluculesei, Mahika, Rădulescu, &Nistoreanu, 2015). Further, low autonomy among retail employees predicts higher levels ofemotional exhaustion and cynicism (Harrison & Gordon, 2014).Equally important, research on work engagement explores motivational statesencapsulating workers’ cognitive, emotional and physical investment into task performance(Rich, Lepine, & Crawford, 2010). Retail work engagement is significantly predicted bysupervisor support, flexible scheduling, role clarity and career development opportunities(James, McKechnie, & Swanberg, 2011; Swanberg, McKechnie, Ojha, & James, 2011).FLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 4Psychosocial safety climate (PSC) comprises shared perceptions regarding thepractices, policies and procedures which protect employees’ psychological health and safety(Dollard & Bakker, 2010). Dollard et al. (2012) advise that the Australian retail industry hashigh levels of PSC. This information contradicts the findings from Tuckey et al. (2017), ashigh PSC is correlated with work engagement, job resources and social support (Dollard,Bailey, & Hall, 2014). Perhaps newer consumer preferences have adversely affected retailworkers’ resources in recent years.The retail industry includes many subdivisions which require further research. Oneexample is the Australian flower-retailing industry, consisting of the organisations involvedin retailing cut flowers and display foliage (Skills IQ, 2017). The Australian Industry andSkills Committee (AISC; 2019) advises that approximately 9,300 people were employed inthis industry in 2018. Current industry threats include concerns over sustainable products andcompetition with online floral retailers (AISC, 2019). However, florists can creativelyrespond to these challenges by partnering with online retailers to increase revenue (ServiceSkills Australia, 2015).There is limited research on the psychosocial working conditions of the flowerretailing industry, possibly due to its small size. The aim of the current study is to explore thelevels of burnout, work engagement and PSC reported by a florist in Australia, as well asother aspects of the work environment and occupation. This was achieved by observing theflorist during one full day of work and administering surveys to examine the aforementionedconstructs.MethodParticipantFLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 5Quinn (pseudonym) is a 39-year-old female employed full-time as a floral designerand studio supervisor at an Australian florist studio. She has twenty years of floristryexperience and has worked in this studio for three years. Quinn’s daily roles include florist,supervisor and mentor. Including Quinn, the studio has four employees (two florists, twocouriers). The studio is partnered with an online floral retailer in the contact centre next-door.Approximately 40-60 floral arrangements are made per day. During peak periods (e.g.Valentine’s Day), up to 160 floral arrangements are made per day; additional florists arehired for these occasions.ProcedureQuinn was observed performing her usual tasks during a non-peak period shift from9am-5pm. She was observed executing the following tasks: managing her team; creatingfloral arrangements; packaging hampers; responding to messages and driving to thesupplier’s warehouse to collect sundries. Quinn talked about her work throughout the shiftand answered additional questions from the observer. Three surveys were administered toQuinn. Burnout was measured using the 5-item emotional exhaustion subscale of the MaslachBurnout Inventory (MBI; Maslach & Jackson, 1981). Work engagement was measured usingthe 9-item Utrecht Work Engagement Scale (UWES; Schaufeli & Bakker, 2003). PSC wasmeasured using the 12-item PSC Inventory Scale (Hall, Dollard, & Coward, 2010).ResultsObservations & ContextThe floral studio is spacious, well-organised and clean. There is adequate artificiallighting and a comfortable temperature. Quinn has her own office, which is personalised withfamily photographs. There are multiple technological devices spread throughout the studio.FLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 6Quinn communicates with her studio team face-to-face, with the exception of callingher couriers if she needs to relay information while they are completing deliveries. Shecommunicates with the contact centre through emails, instant messaging, or speaking face-toface for complex enquiries. Quinn speaks with senior management daily, mostly throughphone calls, emails or instant messaging; she is happy with their communication. Quinnexplained that communication is successful within her studio, however, they occasionallyexperience issues with other sections of the organisation (see Figure 1). For example, on theshadowing day, Quinn visited the contact centre to obtain new phone numbers for theexternal couriers, as this information was not communicated to the studio two days prior.Quinn faces a low risk of interpersonal threats. Since there is no shopfront, and thestudio has a secure entry, the workplace is safe and free from street violence. Additionally,Quinn is not subjected to customer aggression, as she does not interact with customers at all;customer interactions are handled over the phone or through email in the contact centre.Nonetheless, customers can leave negative reviews about their orders, which are visible onQuinn’s webpage.Quinn’s role requires a high level of movement. She is constantly walking up anddown the studio, attending to multiple tasks at once. She was only observed sitting downduring her lunch break, and when she drove to the supplier’s warehouse. Quinn mentionedthat her job is fast-paced and challenging, but it is manageable, and she enjoys it. Despite herjob demands, Quinn still has time to socialise and have fun with her team (see Table 1 forfurther work demands and Table 2 for knowledge, skills, abilities and other characteristicsrelevant to Quinn’s role).Overall, Quinn maintained a high level of enthusiasm while she was working. Herteam is supportive and helpful of each other, and employees from different roles will oftenFLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 7“pitch in to get the job done”. Quinn enjoys having high control and autonomy in her currentposition.FLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 8Figure 1. Flow chart of the floral designer’s workplace organisational structure.Chief ExecutiveOfficerDeputy Chief ExecutiveOfficerDigital MarketingManagerInformationTechnologyManagerOperationsManagerFloristRelationshipManagerProduct MarketingManagerBusinessDevelopmentManagerGourmetChocolateSupplier ManagerCustomer ServiceManagerStudio Supervisor(Quinn)Customer Service CouriersTraining SpecialistFlorist EnquiryTeam CoordinatorCustomer EnquiryTeam CoordinatorFlorist EnquiryService OfficersCustomer EnquiryService OfficersFloristsFLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 9Table 1Physical, Cognitive, Emotional and Interpersonal Demands of Supervising a Floral Studio Physical• Manual handling, e.g. lifting heavy boxes of vases• Constantly on feet: walking up and down the studio, standingwhile making floral arrangements• Repetitive arm movements, e.g. packing hampers, making floralarrangements• Exposure to pollen in some flowers/plants• Physical fatigue from long shiftsCognitive• Divided attention: performing multiple tasks at one time, e.g.coordinating couriers while making floral arrangements• Memory strain from needing to remember order details• Adhering to strict schedules, time pressures and deadlines• Mental fatigue from high concentration all day, e.g. ensuring thecorrect flowers are used for every order• Cognitive strain from using creative skills all day (both in floralarrangements and problem-solving)Emotional• Supporting her team when they are stressed and/or upset• Balancing close relationships with professionalism• Attending to customers’ emotional needs, e.g. those who areordering flowers for sympathy/funeral occasions• Dealing with criticism from customers and/or contact centreregarding quality complaintsInterpersonal• High levels of communication with management, couriers,contact centre• Negotiating with contact centre regarding quality complaints• Providing clear and helpful instructions to her team for taskcompletion• Resolving conflicts between her team members or discrepancieswith contact centre• Must actively listen to management, her team, contact centre FLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 10Table 2Knowledge, Skills, Abilities and Other Characteristics Required to Supervise a Floral Studio Knowledge• Qualification in floristry (Quinn completed a three-yearcourse through vocational studies)• Detailed knowledge of different flowers and foliage• Prior experience managing a floral studio• Customer service (although not dealing with customersdirectly, still providing a personal service and need tomeet quality standards)• Clerical knowledge, e.g. dealing with invoices andrecordsSkills• Multitasking; need to complete many tasks at one time,e.g. responding to messages while packing hampers• Creativity, critical thinking, and problem-solving skills• Time management and organisation, working efficiently• Leadership skills and qualities, motivating the team toachieve their goals• Interpersonal and communication skills, conflictresolutionAbilities• Ability to work well under pressure• Able to maintain high levels of energy throughout theentire shift• Ability to adapt to new situations and changing demands• Taking initiative, decision-making• Strong attention to detailOther Characteristics• Outgoing, positive personality• Active lifestyle• Interest in creative and artistic endeavours• High levels of emotional stability• Self-motivated, driven to achieve results FLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 11Survey DataTable 3 shows Quinn’s scores for burnout, work engagement and PSC compared tothe national average for Australian workers (Bailey, Dollard, & Richards, 2015; McLinton,2014). Quinn scored within one standard deviation of the national average for each measure.Her burnout score of 11 (of a possible 35) was similar to the national average of 15.94. Herengagement score of 52 (of a possible 63) was similar to the national average of 51.29. HerPSC score of 41 (of a possible 60) was similar to the national average of 40.10. This indicatesa high perceived level of PSC in the workplace, which is associated with low risk ofpsychological harm (see Table 4; Bailey et al., 2015).Table 3Comparison between Quinn’s Burnout, Engagement, and Psychosocial Safety Climate Scoresand the National Average for Australian Workers Inventory NamePossible Range of ScoresQuinn’s ScoreNational AverageBurnout (EmotionalExhaustion)5 – 3511M = 15.94(SD = 7.60)Work Engagement9 – 6352M = 51.29(SD = 9.62)Psychosocial SafetyClimate12 – 6041M = 40.10(SD = 9.97) Note. Higher scores on each inventory indicate a higher level of the associated construct.Table 4Quinn’s Psychosocial Safety Climate Risk Benchmark Inventory NameTotal Possible ScoreQuinn’s ScoreRisk CategoryPsychosocial SafetyClimate6041Low risk ofpsychological harm FLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 12DiscussionThe aim of the present study was to obtain information on the levels of burnout, workengagement and PSC experienced by a florist in Australia, while also identifying importantaspects of their work environment and occupation.Quinn’s score of 11 on the emotional exhaustion subscale of the MBI indicates thatshe is experiencing a low level of burnout (Amosun & Dantile, 1996). Contrary to findingsfrom Tuckey et al. (2017), Quinn has access to multiple job resources, including successfulcommunication and supportive team members. In line with previous research by Broadbridgeet al. (2000), Quinn’s work is challenging and time-pressured; however, the aforementionedjob resources buffer the impact of her job demands. Additionally, Quinn’s non-exposure tocustomers may further reduce her risk of burnout, since difficult customers exacerbate stressin retail employees (Broadbridge et al., 2000).Quinn scored 52 on the UWES, indicating a high level of work engagement(Schaufeli & Bakker, 2003). Quinn is happy with the support she receives from seniormanagement and the expectations of her role are clear; as mentioned, these factors areassociated with higher levels of retail work engagement (James et al., 2011; Swanberg et al.,2011). Quinn demonstrated her work engagement through her enthusiasm, positive attitudeand high activity levels. Her impressive twenty years of industry experience may be theproduct of a good level of work engagement.Quinn’s score of 41 on the PSC Inventory Scale suggests that her workplace has highperceived levels of PSC and, consequently, low risk of psychological harm. This resultsupports Dollard et al.’s (2012) reporting of high PSC in the retail industry. Quinn’spsychological wellbeing is likely protected by having a high degree of autonomy and socialsupport from her team and senior management. Further, Dollard et al. (2014) advise that PSCcorrelates with work engagement, which was also supported by Quinn’s results.FLOWER-RETAILING: BURNOUT, ENGAGEMENT AND PSC 13Findings from this study further reinforce the importance of autonomy, support, roleclarity and manageable demands for retail workers. When these factors are not present,employees are at risk of higher burnout levels and lower work engagement. At the same time,organisations with low PSC risk compromising the psychological health and safety of theiremployees. For florists in particular, this study demonstrates that partnering with onlineretailers can add support as well as revenue. Moreover, florists’ wellbeing may benefit fromreduced customer interactions, as difficult customers are a source of stress for retail workers.Limitations of this study have been identified. First, there is the issue of sample sizeand study length. As only one participant was observed for one shift, it is difficult togeneralise results to the entire industry. Future research could benefit from observingmultiple florists for multiple shifts; this would allow for the collection of more conclusivedata. Additionally, it would be interesting to observe florists during peak periods, andcompare their burnout, engagement and PSC ratings to baseline measures.Another limitation lies in the nature of observations. The presence of an observer mayhave inadvertently influenced Quinn to behave differently and exhibit more productivebehaviours. Moreover, Quinn’s survey scores may have been influenced by social desirabilitybias. Perhaps future studies could utilise different observational methods, for example,pairing non-intrusive video surveillance with interviews to obtain further information. Socialdesirability bias could be controlled by using forced-choice questionnaires.In summary, this study explored the low burnout and high work engagement of afemale florist in Australia, her workplace’s perceived PSC, and other aspects of theoccupation. Clearly, workers and organisations will benefit from a good balance between jobdemands and resources. This study advocates for further research into the Australian flowerretailing industry. 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