Antecedents to Retention and Turnover among Child Welfare, Social Work, and Other
Human Service Employees: What Can We Learn from Past Research? A Review and
Metanalysis
Author(s): Michàl E. Mor Barak, Jan A. Nissly and Amy Levin
Source: Social Service Review , Vol. 75, No. 4 (December 2001), pp. 625-661
Published by: The University of Chicago Press
Stable URL: https://www.jstor.org/stable/10.1086/323166
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0037/7961/2001/7504-0005$02.00
Antecedents to Retention
and Turnover among Child
Welfare, Social Work, and
Other Human Service
Employees: What Can We
Learn from Past Research? A
Review and Metanalysis
Michàl E. Mor Barak
University of Southern California
Jan A. Nissly
University of Southern California
Amy Levin
University of Southern California
This study involves a metanalysis of 25 articles concerning the relationship between dem-
ographic variables, personal perceptions, and organizational conditions and either turn-
over or intention to leave. It finds that burnout, job dissatisfaction, availability of em-
ployment alternatives, low organizational and professional commitment, stress, and lack
of social support are the strongest predictors of turnover or intention to leave. Since the
major predictors of leaving are not personal or related to the balance between work and
family but are organizational or job-based, there might be a great deal that both managers
and policy makers can do to prevent turnover.
This content downloaded from
������������136.165.238.131 on Tue, 10 Mar 2020 15:58:05 UTC������������
All use subject to https://about.jstor.org/terms
626 Social Service Review
Retention of employees in child welfare, social service, and other human
service agencies is a serious concern. The high turnover rate of pro-
fessional workers poses a major challenge to child welfare agencies
(Drake and Yadama 1996) and to the social work field in general
(Knapp, Harissis, and Missiakoulis 1981; Jayaratne and Chess 1983, 1984;
Drolen and Atherton 1993; Koeske and Kirk 1995). Reports of turnover
rates range from 30 to 60 percent in a typical.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Effects of internal_social_media_and_ocb____research_proposal[1]SohailTariq16
This research proposal aims to examine the impact of internal social media on employee engagement and organizational citizenship behavior. The student proposes to investigate whether internal social media engages employees, the effect of positive voice behavior on employee engagement, and whether internal social media affects organizational citizenship behavior. The proposal outlines the research questions, contribution, objectives, theoretical model relating internal social media to employee engagement and citizenship behavior, and provides a literature review on internal communication, social media, and their benefits and challenges.
This document provides an introduction and literature review for a study examining the moderating effects of human resource management (HRM) practices and job design on the relationship between perceived over-qualification and job satisfaction and turnover intentions. It defines the key variables of interest and reviews previous research establishing the negative relationships between over-qualification and job satisfaction/turnover intentions. The purpose of the study is to determine if HRM practices and job design can alleviate the negative effects of over-qualification.
This document summarizes a study examining the relationship between the Big Five personality traits (conscientiousness, agreeableness, emotional stability, extraversion, and openness) and job satisfaction and turnover intention among employees at a Greek call center. The study found that conscientiousness and emotional stability positively predicted job satisfaction and negatively predicted turnover intention, while openness positively predicted turnover intention. It also found differences in personality traits and job attitudes between male and female employees and those of different ages and education levels. The study used standardized personality and job attitude questionnaires with high reliability to assess these relationships.
Age diversity, age discrimination climateand performance con.docxgalerussel59292
Age diversity, age discrimination climate
and performance consequences—a cross
organizational study
FLORIAN KUNZE*, STEPHAN A. BOEHM AND HEIKE BRUCH
Institute for Leadership and Human Resource Management, University of St. Gallen, St. Gallen,
Switzerland
Summary This paper deals with the emergence of perceived age discrimination climate on the company
level and its performance consequences. In this new approach to the field of diversity research,
we investigated (a) the effect of organizational-level age diversity on collective perceptions of
age discrimination climate that (b) in turn should influence the collective affective commit-
ment of employees, which is (c) an important trigger for overall company performance. In a
large-scale study that included 128 companies, a total of 8,651 employees provided data on
their perceptions of age discrimination and affective commitment on the company level.
Information on firm-level performance was collected from key informants. We tested the
proposed model using structural equation modeling (SEM) procedures and, overall, found
support for all hypothesized relationships. The findings demonstrated that age diversity seems
to be related to the emergence of an age discrimination climate in companies, which negatively
impacts overall firm performance through the mediation of affective commitment. These
results make valuable contributions to the diversity and discrimination literature by establish-
ing perceived age discrimination on the company level as a decisive mediator in the age
diversity/performance link. The results also suggest important practical implications for the
effective management of an increasingly age diverse workforce. Copyright # 2010 John
Wiley & Sons, Ltd.
Introduction
Vivid terms like the ‘‘demographic time bomb’’ (Tempest, Barnatt, & Coupland, 2002, p. 487) or the
impending ‘‘age quake’’ (Tempest et al., p. 489) describe one of the key challenges for most developed
countries today: Simultaneously shrinking and aging populations resulting from low birth rates and
increased longevity. These factors also impact a country’s workforce as a lack of skilled junior
employees, combined with the potential rise of the legal retirement age, forces companies to retain
older, more experienced personnel, (e.g., Dychtwald, Erickson, & Morison, 2004; Tempest et al.).
Already today, just over half of the United States’ 147 million-member workforce is 40 years old or
older and, until 2016, the number of workers age 25–54 will rise only slightly (2.4 per cent), while the
Journal of Organizational Behavior
J. Organiz. Behav. 32, 264–290 (2011)
Published online 14 December 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.698
* Correspondence to: Florian Kunze, Institute for Leadership and Human Resource Management, University of St. Gallen,
Dufourstrasse 40a, CH-9000 St. Gallen, Switzerland. E-mail: [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Receiv.
This document summarizes a research study that analyzed the impact of organizational justice on employee turnover at TOTAL E&P Yemen (TEPY), the largest oil and gas company in Yemen. The study examined how employees' perceptions of distributive justice, procedural justice, and interactional justice affected their job satisfaction, organizational commitment, and turnover intentions. A questionnaire was distributed to 183 TEPY employees in Yemen. The findings indicated that higher perceptions of organizational justice led to increased employee satisfaction and commitment, and reduced turnover intentions. Specifically, procedural justice had the strongest influence on commitment and turnover intentions, while distributive justice most influenced job satisfaction. The conclusions recommend that TEPY managers promote fairness to benefit both employees and the organization.
Running Head DOCTORAL STUDY PROSPECTUS 1DOCTORAL STUDY PROS.docxtodd271
The document outlines a proposed study on the influence of dispute resolution on employee retention. It discusses the problem statement, purpose statement, and nature of the study. The study aims to establish the relationship between follower characteristics, leader characteristics, interpersonal relationships, and employee retention outcomes like role conflict and turnover intentions. It will employ a quantitative methodology to study employees at UnitedHealth Group. The goal is to develop an effective dispute resolution framework to improve employee satisfaction and retention.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Effects of internal_social_media_and_ocb____research_proposal[1]SohailTariq16
This research proposal aims to examine the impact of internal social media on employee engagement and organizational citizenship behavior. The student proposes to investigate whether internal social media engages employees, the effect of positive voice behavior on employee engagement, and whether internal social media affects organizational citizenship behavior. The proposal outlines the research questions, contribution, objectives, theoretical model relating internal social media to employee engagement and citizenship behavior, and provides a literature review on internal communication, social media, and their benefits and challenges.
This document provides an introduction and literature review for a study examining the moderating effects of human resource management (HRM) practices and job design on the relationship between perceived over-qualification and job satisfaction and turnover intentions. It defines the key variables of interest and reviews previous research establishing the negative relationships between over-qualification and job satisfaction/turnover intentions. The purpose of the study is to determine if HRM practices and job design can alleviate the negative effects of over-qualification.
This document summarizes a study examining the relationship between the Big Five personality traits (conscientiousness, agreeableness, emotional stability, extraversion, and openness) and job satisfaction and turnover intention among employees at a Greek call center. The study found that conscientiousness and emotional stability positively predicted job satisfaction and negatively predicted turnover intention, while openness positively predicted turnover intention. It also found differences in personality traits and job attitudes between male and female employees and those of different ages and education levels. The study used standardized personality and job attitude questionnaires with high reliability to assess these relationships.
Age diversity, age discrimination climateand performance con.docxgalerussel59292
Age diversity, age discrimination climate
and performance consequences—a cross
organizational study
FLORIAN KUNZE*, STEPHAN A. BOEHM AND HEIKE BRUCH
Institute for Leadership and Human Resource Management, University of St. Gallen, St. Gallen,
Switzerland
Summary This paper deals with the emergence of perceived age discrimination climate on the company
level and its performance consequences. In this new approach to the field of diversity research,
we investigated (a) the effect of organizational-level age diversity on collective perceptions of
age discrimination climate that (b) in turn should influence the collective affective commit-
ment of employees, which is (c) an important trigger for overall company performance. In a
large-scale study that included 128 companies, a total of 8,651 employees provided data on
their perceptions of age discrimination and affective commitment on the company level.
Information on firm-level performance was collected from key informants. We tested the
proposed model using structural equation modeling (SEM) procedures and, overall, found
support for all hypothesized relationships. The findings demonstrated that age diversity seems
to be related to the emergence of an age discrimination climate in companies, which negatively
impacts overall firm performance through the mediation of affective commitment. These
results make valuable contributions to the diversity and discrimination literature by establish-
ing perceived age discrimination on the company level as a decisive mediator in the age
diversity/performance link. The results also suggest important practical implications for the
effective management of an increasingly age diverse workforce. Copyright # 2010 John
Wiley & Sons, Ltd.
Introduction
Vivid terms like the ‘‘demographic time bomb’’ (Tempest, Barnatt, & Coupland, 2002, p. 487) or the
impending ‘‘age quake’’ (Tempest et al., p. 489) describe one of the key challenges for most developed
countries today: Simultaneously shrinking and aging populations resulting from low birth rates and
increased longevity. These factors also impact a country’s workforce as a lack of skilled junior
employees, combined with the potential rise of the legal retirement age, forces companies to retain
older, more experienced personnel, (e.g., Dychtwald, Erickson, & Morison, 2004; Tempest et al.).
Already today, just over half of the United States’ 147 million-member workforce is 40 years old or
older and, until 2016, the number of workers age 25–54 will rise only slightly (2.4 per cent), while the
Journal of Organizational Behavior
J. Organiz. Behav. 32, 264–290 (2011)
Published online 14 December 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.698
* Correspondence to: Florian Kunze, Institute for Leadership and Human Resource Management, University of St. Gallen,
Dufourstrasse 40a, CH-9000 St. Gallen, Switzerland. E-mail: [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Receiv.
This document summarizes a research study that analyzed the impact of organizational justice on employee turnover at TOTAL E&P Yemen (TEPY), the largest oil and gas company in Yemen. The study examined how employees' perceptions of distributive justice, procedural justice, and interactional justice affected their job satisfaction, organizational commitment, and turnover intentions. A questionnaire was distributed to 183 TEPY employees in Yemen. The findings indicated that higher perceptions of organizational justice led to increased employee satisfaction and commitment, and reduced turnover intentions. Specifically, procedural justice had the strongest influence on commitment and turnover intentions, while distributive justice most influenced job satisfaction. The conclusions recommend that TEPY managers promote fairness to benefit both employees and the organization.
Running Head DOCTORAL STUDY PROSPECTUS 1DOCTORAL STUDY PROS.docxtodd271
The document outlines a proposed study on the influence of dispute resolution on employee retention. It discusses the problem statement, purpose statement, and nature of the study. The study aims to establish the relationship between follower characteristics, leader characteristics, interpersonal relationships, and employee retention outcomes like role conflict and turnover intentions. It will employ a quantitative methodology to study employees at UnitedHealth Group. The goal is to develop an effective dispute resolution framework to improve employee satisfaction and retention.
1. The document discusses incorporating environmental, social, and governance (ESG) strategies into diversity, equity, and inclusion (DEI) efforts for leadership roles in higher education.
2. ESG refers to environmental, social, and governance factors that investors increasingly examine when evaluating organizational performance. Diversity, equity, and inclusion fall under the social aspect of ESG.
3. Adopting policies that embrace ESG and DEI principles can help higher education institutions create a more inclusive learning environment and better reflect the diversity of their communities. Tracking inclusion metrics can also help organizations evaluate progress on DEI goals.
The document summarizes key points about communicating with a changing workforce in the future. It discusses:
1) The basic principles of effective communication like interaction, feedback, and listening remain important despite technological changes.
2) Workforce analysis can identify archetypes to help tailor communication.
3) Hiring practices are evolving to prioritize more generalist roles and critical thinking over specialized skills due to blurred internal/external lines.
4) Strong writing skills remain important, but an emphasis is placed on strategic and critical thinking to solve business challenges.
The document discusses the future of work and how technological changes are impacting organizations. Three key points:
1) Technological advances like automation and AI are driving major disruptions in the workforce by changing skills needs and job roles at a rapid pace. This pace of change presents challenges for internal communication.
2) Internal communication tools and technologies are often lagging behind external tools, making it difficult for communicators to effectively reach employees.
3) Communicators emphasized that speed and agility present challenges to communicating organizational culture and values to employees as they experience frequent changes and uncertainty. Maintaining employee engagement and understanding of company goals is important.
Summarize the article in apa citation-Explain how this article relate.pdfssuser58be4b1
Summarize the article in apa citation.
Explain how this article relate to communication challenges in the workplace?
INTRODUCTION
The Coronavirus Desease 2019 (COVID-19) pandemic has devastated the economies
of all countries in the world (Nasution et al, 2020). Until now, no expert has yet dared to
predict when this pandemic will end (Kolata, 2020). The existence of this pandemic has
caused countries
20 International Journal of Educational Administration, Management, and Leadership
Volume 1, Number 1, May, 2020, Page 19- 26
affected by the pandemic to limit all activities that could potentially spread and transmit
the disease (Mattern et al, 2020; Yunus & Rezki, 2020). This restriction is known as
lockdown. The impact of this lockdown is very real, especially in the social and
economic sectors. The implementation of lockdown, both directly and indirectly, has
resulted in companies laying off employees, reducing production capacity, stopping and
closing factories to layoff employees as a result of lack of demand and income. As if it
were a cause-and-effect effect, it led to an increase in the number of unemployed and a
decrease in the quality of life of the community (Martn et al, 2020).
The COVID-19 pandemic has created an extremely challenging environment for HRM
human resource management as managers must quickly venture into the "unknown" as
they seek to help their workforce adapt and cope with the radical changes taking place
in work and social environments. (Bierema, 2020). For example, employees who
previously spent all or most of their time working within the physical confines of their
organization now have to quickly adjust to remote work environments. Due to
insignificant shelter orders and business closings, even those who may be able to
adjust to remote working conditions are now faced with their own unique challenges due
to the inability to find alternative workspaces (eg, cafes, libraries) outside the home
itself. This may further limit the segmentation between work and personal environment
which causes greater difficulty in "releasing" from the demands of work (Trougakos, et
al, 2020). In addition to the increasing inability to separate work and private life, the
closure of schools and public services has increased parental demands for employees,
further blurring the line between work and family environment (Adamy & Overberg,
2018). While this work-family interconnection appears to be very demanding for
employees with children, single and childless workers are not immune to the negative
consequences of such changing working conditions, as they may be at greatest risk of
experiencing loneliness, feeling of aimlessness and negatively related things. effects on
well-being (Vogel, 2018).
At the same time, the current great challenges of COVID-19 provide the right moment
for management experts to coordinate research efforts and turn them into actionable
insights to support organizations in addressing one of the greatest challenges in .
Reducing employee turnover in tertiary institutions in ghana the role of moti...Alexander Decker
This document discusses reducing employee turnover in tertiary institutions in Ghana. It begins by providing background on the problem of employee retention globally and in African countries. It then reviews literature on the causes of labor turnover, including job satisfaction and motivation factors. Motivation is discussed as a key way to reduce turnover. The study explores motivation and reward systems used in tertiary institutions in Ghana. It finds that employees are often not satisfied with motivational factors, contributing to high turnover. Implications of turnover are also reviewed, such as costs of replacing employees. The document recommends tertiary institutions take staff development policies seriously to help reduce turnover through improved motivation.
Reducing employee turnover in tertiary institutions in ghana the role of moti...Alexander Decker
This document summarizes a study on reducing employee turnover in tertiary institutions in Ghana. The study found that most employees at Tamale Polytechnic were dissatisfied with the motivational factors in place, contributing to high turnover. It recommends taking staff development policies more seriously to potentially reduce turnover. High turnover poses a threat to the institution's goal of becoming a top training institution in West Africa. Motivation plays a key role in enhancing productivity, so improving motivational factors may help address the challenges of staff retention and increasing institutional productivity in Ghanaian tertiary education.
Topic proposal the topic i have chosen for my research is how sSALU18
The document proposes a research topic examining how employers' monitoring of employees' social media can influence employee privacy and organizational work environment. It discusses gaps in the literature around how violations of employee privacy on social media negatively impact work environment. The purpose is to qualitatively examine this issue from employees' perspectives. Two research questions are proposed that ask how employer monitoring of social media violates employee privacy and harms organizational climate according to employees. The methodology will involve online surveys and interviews of 20-25 US-based employees.
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This document provides an abstract and introduction for a master's thesis that examines the effect of CSR content and media on corporate reputation and stakeholder communication. Specifically, it aims to understand how intrinsic, extrinsic, and combined CSR messages as well as different media types influence a company's reputation and stakeholders' willingness to share or react to CSR messages. The introduction provides background on CSR and discusses how communicating CSR can have both positive and negative effects depending on stakeholders' perceptions of a company's motives. It proposes examining these concepts through an online experiment testing different message types and media on reputation and secondary communication outcomes.
This paper proposes a conceptual model to examine how coworkers react emotionally and behaviorally when a focal employee is entitled to advantageous outcomes through human resource (HR) differentiation. The model draws on deontic justice theory and incorporates coworkers' outcome favorability, leader-member exchange social comparisons, and perceptions of team climate. The model suggests coworkers may feel anger or contentment depending on these contextual factors, leading to approach or avoidance behaviors towards the focal employee and organization. The paper aims to provide a more holistic understanding of how HR differentiation impacts coworkers beyond just the focal employee.
The Relationship between Organizational Politics, Job Satisfaction and Turnov...ijtsrd
The study aimed to examine the relationship between organizational politics, employee's job satisfaction and turnover intention in the public maritime-related agencies in the east coast of Peninsular Malaysia. The study utilized cross sectional research design. An enumeration of entire population census was conducted on 140 employees from Royal Malaysian Custom and Department of Fisheries in Terengganu. Data for the study were collected through questionnaire. 140 set of questionnaire were distributed and 109 copies were returned. Preliminary analyses were performed to ensure violation of assumptions of normality, linearity and homogeneity which enables us to analyze the data with the aid of Statistical Package for Social Science SPSS and SmartPLS softwares. The findings revealed a significant association between organizational politics, employee's job satisfaction and turnover intention. The study therefore recommended that the agencies should actively focus on positive political behavior that will fuel workers' job satisfaction and they should ensure proper pay structure including pay performance and other bonuses that will lead to employee job satisfaction and reduce turnover intention. Finally, the findings of this study could assist the public maritime-related agencies in the area of organizational politics that would promote employee job satisfaction. Juhaizi Mohd Yusof | Siti Nur 'Atikah Zulkiffli | Siti Falindah Padlee | Nurul Ayuni Yusof "The Relationship between Organizational Politics, Job Satisfaction and Turnover Intention in the Maritime- Related Agencies in the East Coast of Peninsular Malaysia" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-1 , December 2018, URL: http://www.ijtsrd.com/papers/ijtsrd20216.pdf
http://www.ijtsrd.com/management/organizational-behaviour/20216/the-relationship-between-organizational-politics-job-satisfaction-and-turnover-intention-in-the-maritime--related-agencies-in-the-east-coast-of-peninsular-malaysia/juhaizi-mohd-yusof
critically analyze the article attached and post your article anal.docxrichardnorman90310
critically analyze the article attached and post your article analysis to the discussion forum. The original post content should be comprehensive, accurate, and persuasive. Major points should be clearly stated and well supported based upon knowledge gained throughout the program of study. You should not summarize the article but instead, point out areas of agreement with the article information based upon your knowledge of the content, areas of weakness and/or disagreement with the author(s) positions and overall analysis of the content under discussion.
Supporting research should be appropriate for academic discussion and address related concepts. As emerging academics, this is your opportunity to critically evaluate published research. You should also raise questions and seek clarifications from your classmates.
ORIGINAL PAPER
Decent Work: The Moral Status of Labor in Human Resource
Management
Miguel Alzola1
Received: 1 December 2015 / Accepted: 10 March 2017 / Published online: 24 June 2017
� Springer Science+Business Media Dordrecht 2017
Abstract In this paper, I aim to critically examine a set of
assumptions that pervades human resource management
and HR practices. I shall argue that they experience a
remarkable ethics deficit, explain why this is so, and
explore how the UN Global Compact labor principles may
help taking ethics seriously in HRM. This paper contributes
to the understanding and critical examination of the
undisclosed beliefs underlying theory and practice in
human resource management and to the examination of
how the UN Global Compact’s ideal of ‘‘decent work’’
may offer some promising avenues for the development of
ethics in HRM.
Keywords Human resource management � Ethics of
labor � UN Global Compact � Decent work � Property rights
[H]itherto there has been no alternative for those who
lived by their labour, but that of labouring either each
for himself alone, or for a master. But the civilizing
and improving influences of association, and the
efficiency and economy of production on a large
scale, may be obtained without dividing the produc-
ers into two parties with hostile interests and feelings,
the many who do the work being mere servants under
the command of the one who supplies the funds, and
having no interest of their own in the enterprise
except to earn their wages with as little labour as
possible. (John Stuart Mill, Principles of Political
Economy, Book IV, Chapter VII)
The central tenet of this article is that human resources
management research and practices experience a remark-
able ethics deficit, which can be explained by some—often
undisclosed—threshold assumptions and ideals about the
nature of the field and the economic and political institu-
tions in which it is embedded. The invitation of this paper
is to consider whether the United Nations Global Compact
can help remedy such a shortfall.1
The UNGC labor standards—which are derived from
the Internatio.
- The study examined the effects of coworker trust, transformational leadership, job stress, and employee silence on organizational cynicism during the COVID-19 pandemic.
- The study found that coworker trust and transformational leadership negatively impacted organizational cynicism, while job stress positively impacted organizational cynicism.
- Employee silence was found to strengthen the positive effect of job stress on organizational cynicism.
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The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
This study examines how a protean career orientation relates to changes in turnover intentions over time among millennial employees. It hypothesizes that a protean career orientation will indirectly lead to decreases in turnover intentions through increased personal goal progress over six months. It further hypothesizes this indirect effect will be moderated by perceptions of organizational career management practices, such that the relationship between goal progress and decreased turnover intentions will be weaker when career management practices are high. The study uses a longitudinal design with three waves over six months to test these hypotheses. It aims to provide insights into what predicts whether millennials stay in their jobs and the contexts that promote positive outcomes of a protean career orientation.
Factors affecting employee retention a comparative analysisAlexander Decker
1) The document analyzes factors affecting employee retention at two heavy engineering organizations in India.
2) It identifies three key factors for retention at each organization through a factor analysis of a questionnaire completed by 100 middle managers.
3) The factors influencing retention differed between the organizations, suggesting retention strategies must consider the unique context of each company.
11.factors affecting employee retention a comparative analysisAlexander Decker
1) The document discusses factors affecting employee retention in two heavy engineering organizations in India.
2) It identifies three key factors for retention in each organization based on surveys of 100 middle managers: competence/relationships, scholastic/future focus, and development/rewards for the first organization and relationship focus, competence/scholastic focus, and rewards for the second.
3) The results indicate these factors play an important role in retention strategies and what middle managers value, though the specific factors differ between similar organizations.
Healthcare Stakeholders in Health Care Policy.pdfsdfghj21
The document discusses stakeholders in health care policy and their role in policy development. It describes how the evolution of health care policy has influenced programs like Medicaid and Medicare. It also discusses stakeholders involved in Medicaid and Medicare policy in Maryland, including their role in policy development for specific issues.
Apa format and each discussion should be 150 words and separate all .docxboyfieldhouse
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2. Evaluate how well interest groups actually provide these benefits and discuss any disadvantages society suffers as a result of interest group activities.
Discussion 8(b)
1. Compare and contrast interest groups and political parties.
2. Examine the advantages each has that the other does not. Be sure to provide specific examples to support your claims
.
APA format 4 pagesAnalyzes current theories and research regardi.docxboyfieldhouse
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Analyzes current theories and research regarding adult learners, and identifies areas that the theories and research does not look at regarding adult learners.
Justifies that an adult learning topic is important to educational psychology and to the study of the adult learner, and identifies the cons of the adult learning topic.
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INTRODUCTION
The Coronavirus Desease 2019 (COVID-19) pandemic has devastated the economies
of all countries in the world (Nasution et al, 2020). Until now, no expert has yet dared to
predict when this pandemic will end (Kolata, 2020). The existence of this pandemic has
caused countries
20 International Journal of Educational Administration, Management, and Leadership
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the disease (Mattern et al, 2020; Yunus & Rezki, 2020). This restriction is known as
lockdown. The impact of this lockdown is very real, especially in the social and
economic sectors. The implementation of lockdown, both directly and indirectly, has
resulted in companies laying off employees, reducing production capacity, stopping and
closing factories to layoff employees as a result of lack of demand and income. As if it
were a cause-and-effect effect, it led to an increase in the number of unemployed and a
decrease in the quality of life of the community (Martn et al, 2020).
The COVID-19 pandemic has created an extremely challenging environment for HRM
human resource management as managers must quickly venture into the "unknown" as
they seek to help their workforce adapt and cope with the radical changes taking place
in work and social environments. (Bierema, 2020). For example, employees who
previously spent all or most of their time working within the physical confines of their
organization now have to quickly adjust to remote work environments. Due to
insignificant shelter orders and business closings, even those who may be able to
adjust to remote working conditions are now faced with their own unique challenges due
to the inability to find alternative workspaces (eg, cafes, libraries) outside the home
itself. This may further limit the segmentation between work and personal environment
which causes greater difficulty in "releasing" from the demands of work (Trougakos, et
al, 2020). In addition to the increasing inability to separate work and private life, the
closure of schools and public services has increased parental demands for employees,
further blurring the line between work and family environment (Adamy & Overberg,
2018). While this work-family interconnection appears to be very demanding for
employees with children, single and childless workers are not immune to the negative
consequences of such changing working conditions, as they may be at greatest risk of
experiencing loneliness, feeling of aimlessness and negatively related things. effects on
well-being (Vogel, 2018).
At the same time, the current great challenges of COVID-19 provide the right moment
for management experts to coordinate research efforts and turn them into actionable
insights to support organizations in addressing one of the greatest challenges in .
Reducing employee turnover in tertiary institutions in ghana the role of moti...Alexander Decker
This document discusses reducing employee turnover in tertiary institutions in Ghana. It begins by providing background on the problem of employee retention globally and in African countries. It then reviews literature on the causes of labor turnover, including job satisfaction and motivation factors. Motivation is discussed as a key way to reduce turnover. The study explores motivation and reward systems used in tertiary institutions in Ghana. It finds that employees are often not satisfied with motivational factors, contributing to high turnover. Implications of turnover are also reviewed, such as costs of replacing employees. The document recommends tertiary institutions take staff development policies seriously to help reduce turnover through improved motivation.
Reducing employee turnover in tertiary institutions in ghana the role of moti...Alexander Decker
This document summarizes a study on reducing employee turnover in tertiary institutions in Ghana. The study found that most employees at Tamale Polytechnic were dissatisfied with the motivational factors in place, contributing to high turnover. It recommends taking staff development policies more seriously to potentially reduce turnover. High turnover poses a threat to the institution's goal of becoming a top training institution in West Africa. Motivation plays a key role in enhancing productivity, so improving motivational factors may help address the challenges of staff retention and increasing institutional productivity in Ghanaian tertiary education.
Topic proposal the topic i have chosen for my research is how sSALU18
The document proposes a research topic examining how employers' monitoring of employees' social media can influence employee privacy and organizational work environment. It discusses gaps in the literature around how violations of employee privacy on social media negatively impact work environment. The purpose is to qualitatively examine this issue from employees' perspectives. Two research questions are proposed that ask how employer monitoring of social media violates employee privacy and harms organizational climate according to employees. The methodology will involve online surveys and interviews of 20-25 US-based employees.
The effect of CSR content and media on reputation and stakeholder communicati...Vera Engelbertink
This document provides an abstract and introduction for a master's thesis that examines the effect of CSR content and media on corporate reputation and stakeholder communication. Specifically, it aims to understand how intrinsic, extrinsic, and combined CSR messages as well as different media types influence a company's reputation and stakeholders' willingness to share or react to CSR messages. The introduction provides background on CSR and discusses how communicating CSR can have both positive and negative effects depending on stakeholders' perceptions of a company's motives. It proposes examining these concepts through an online experiment testing different message types and media on reputation and secondary communication outcomes.
This paper proposes a conceptual model to examine how coworkers react emotionally and behaviorally when a focal employee is entitled to advantageous outcomes through human resource (HR) differentiation. The model draws on deontic justice theory and incorporates coworkers' outcome favorability, leader-member exchange social comparisons, and perceptions of team climate. The model suggests coworkers may feel anger or contentment depending on these contextual factors, leading to approach or avoidance behaviors towards the focal employee and organization. The paper aims to provide a more holistic understanding of how HR differentiation impacts coworkers beyond just the focal employee.
The Relationship between Organizational Politics, Job Satisfaction and Turnov...ijtsrd
The study aimed to examine the relationship between organizational politics, employee's job satisfaction and turnover intention in the public maritime-related agencies in the east coast of Peninsular Malaysia. The study utilized cross sectional research design. An enumeration of entire population census was conducted on 140 employees from Royal Malaysian Custom and Department of Fisheries in Terengganu. Data for the study were collected through questionnaire. 140 set of questionnaire were distributed and 109 copies were returned. Preliminary analyses were performed to ensure violation of assumptions of normality, linearity and homogeneity which enables us to analyze the data with the aid of Statistical Package for Social Science SPSS and SmartPLS softwares. The findings revealed a significant association between organizational politics, employee's job satisfaction and turnover intention. The study therefore recommended that the agencies should actively focus on positive political behavior that will fuel workers' job satisfaction and they should ensure proper pay structure including pay performance and other bonuses that will lead to employee job satisfaction and reduce turnover intention. Finally, the findings of this study could assist the public maritime-related agencies in the area of organizational politics that would promote employee job satisfaction. Juhaizi Mohd Yusof | Siti Nur 'Atikah Zulkiffli | Siti Falindah Padlee | Nurul Ayuni Yusof "The Relationship between Organizational Politics, Job Satisfaction and Turnover Intention in the Maritime- Related Agencies in the East Coast of Peninsular Malaysia" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-1 , December 2018, URL: http://www.ijtsrd.com/papers/ijtsrd20216.pdf
http://www.ijtsrd.com/management/organizational-behaviour/20216/the-relationship-between-organizational-politics-job-satisfaction-and-turnover-intention-in-the-maritime--related-agencies-in-the-east-coast-of-peninsular-malaysia/juhaizi-mohd-yusof
critically analyze the article attached and post your article anal.docxrichardnorman90310
critically analyze the article attached and post your article analysis to the discussion forum. The original post content should be comprehensive, accurate, and persuasive. Major points should be clearly stated and well supported based upon knowledge gained throughout the program of study. You should not summarize the article but instead, point out areas of agreement with the article information based upon your knowledge of the content, areas of weakness and/or disagreement with the author(s) positions and overall analysis of the content under discussion.
Supporting research should be appropriate for academic discussion and address related concepts. As emerging academics, this is your opportunity to critically evaluate published research. You should also raise questions and seek clarifications from your classmates.
ORIGINAL PAPER
Decent Work: The Moral Status of Labor in Human Resource
Management
Miguel Alzola1
Received: 1 December 2015 / Accepted: 10 March 2017 / Published online: 24 June 2017
� Springer Science+Business Media Dordrecht 2017
Abstract In this paper, I aim to critically examine a set of
assumptions that pervades human resource management
and HR practices. I shall argue that they experience a
remarkable ethics deficit, explain why this is so, and
explore how the UN Global Compact labor principles may
help taking ethics seriously in HRM. This paper contributes
to the understanding and critical examination of the
undisclosed beliefs underlying theory and practice in
human resource management and to the examination of
how the UN Global Compact’s ideal of ‘‘decent work’’
may offer some promising avenues for the development of
ethics in HRM.
Keywords Human resource management � Ethics of
labor � UN Global Compact � Decent work � Property rights
[H]itherto there has been no alternative for those who
lived by their labour, but that of labouring either each
for himself alone, or for a master. But the civilizing
and improving influences of association, and the
efficiency and economy of production on a large
scale, may be obtained without dividing the produc-
ers into two parties with hostile interests and feelings,
the many who do the work being mere servants under
the command of the one who supplies the funds, and
having no interest of their own in the enterprise
except to earn their wages with as little labour as
possible. (John Stuart Mill, Principles of Political
Economy, Book IV, Chapter VII)
The central tenet of this article is that human resources
management research and practices experience a remark-
able ethics deficit, which can be explained by some—often
undisclosed—threshold assumptions and ideals about the
nature of the field and the economic and political institu-
tions in which it is embedded. The invitation of this paper
is to consider whether the United Nations Global Compact
can help remedy such a shortfall.1
The UNGC labor standards—which are derived from
the Internatio.
- The study examined the effects of coworker trust, transformational leadership, job stress, and employee silence on organizational cynicism during the COVID-19 pandemic.
- The study found that coworker trust and transformational leadership negatively impacted organizational cynicism, while job stress positively impacted organizational cynicism.
- Employee silence was found to strengthen the positive effect of job stress on organizational cynicism.
“Study of relationship between employees’ commitment, job satisfaction, job safety, job autonomy and employees’ turnover intention in a Construction Industry”
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
This study examines how a protean career orientation relates to changes in turnover intentions over time among millennial employees. It hypothesizes that a protean career orientation will indirectly lead to decreases in turnover intentions through increased personal goal progress over six months. It further hypothesizes this indirect effect will be moderated by perceptions of organizational career management practices, such that the relationship between goal progress and decreased turnover intentions will be weaker when career management practices are high. The study uses a longitudinal design with three waves over six months to test these hypotheses. It aims to provide insights into what predicts whether millennials stay in their jobs and the contexts that promote positive outcomes of a protean career orientation.
Factors affecting employee retention a comparative analysisAlexander Decker
1) The document analyzes factors affecting employee retention at two heavy engineering organizations in India.
2) It identifies three key factors for retention at each organization through a factor analysis of a questionnaire completed by 100 middle managers.
3) The factors influencing retention differed between the organizations, suggesting retention strategies must consider the unique context of each company.
11.factors affecting employee retention a comparative analysisAlexander Decker
1) The document discusses factors affecting employee retention in two heavy engineering organizations in India.
2) It identifies three key factors for retention in each organization based on surveys of 100 middle managers: competence/relationships, scholastic/future focus, and development/rewards for the first organization and relationship focus, competence/scholastic focus, and rewards for the second.
3) The results indicate these factors play an important role in retention strategies and what middle managers value, though the specific factors differ between similar organizations.
Healthcare Stakeholders in Health Care Policy.pdfsdfghj21
The document discusses stakeholders in health care policy and their role in policy development. It describes how the evolution of health care policy has influenced programs like Medicaid and Medicare. It also discusses stakeholders involved in Medicaid and Medicare policy in Maryland, including their role in policy development for specific issues.
Similar to Antecedents to Retention and Turnover among Child Welfare, Soc.docx (20)
Apa format and each discussion should be 150 words and separate all .docxboyfieldhouse
Apa format and each discussion should be 150 words and separate all discussion and cite them
Discussion 8 (a)
1. Explain the role that interest groups are supposed to play in a democratic society and the benefits they provide for members and society as a whole.
2. Evaluate how well interest groups actually provide these benefits and discuss any disadvantages society suffers as a result of interest group activities.
Discussion 8(b)
1. Compare and contrast interest groups and political parties.
2. Examine the advantages each has that the other does not. Be sure to provide specific examples to support your claims
.
APA format 4 pagesAnalyzes current theories and research regardi.docxboyfieldhouse
APA format 4 pages
Analyzes current theories and research regarding adult learners, and identifies areas that the theories and research does not look at regarding adult learners.
Justifies that an adult learning topic is important to educational psychology and to the study of the adult learner, and identifies the cons of the adult learning topic.
.
APA format 150 words minimum with citation Discussion 7bDesc.docxboyfieldhouse
APA format 150 words minimum with citation
Discussion 7b
Describe how the relationship between the mainstream media and the government has evolved since the 1970s and explain why the relationship has evolved the way it has. Be sure to use specific examples to support your claims and definitely explain the importance of "Public Opinion" in responding this question.
.
apa format 150 words each question and citation and make sure sep t.docxboyfieldhouse
apa format 150 words each question and citation and make sure sep them and number them
7.a
First,
List the factors that affect public opinion and analyze their relationship to each other and their relative importance.
Provide specific examples of each factor
Second,
Distinguish between public opinion and individual opinion and explain why policy makers are concerned about public opinion. Be sure to provide examples to back up your claims
7(b)
Describe how the relationship between the mainstream media and the government has evolved since the 1970s and explain why the relationship has evolved the way it has. Be sure to use specific examples to support your claims and definitely explain the importance of "Public Opinion" in responding this question.
.
APA format 1 page 3 references please use one of the references from.docxboyfieldhouse
APA format 1 page 3 references please use one of the references from the discussion
Promoting Learning-Centered Lessons in Hybrid Environments
Hybrid courses allow students to have the best of both worlds. Students who prefer to have face-to-face interaction with their instructor and peers but also have the option to study at home should consider hybrid courses. Hybrid courses offer flexibility in programming and tends to demonstrate the best of both face-to-face education and online innovation (Bristol & Zerwekh, 2011). Hybrid courses require both synchronous and asynchronous interaction. Asynchronous interactions do not depend on a specific time or place. This can be done through email, discussion forum, podcasts, and archive video and audio streams (Billings & Halstead, 2016). Synchronous interaction occurs in real time. Examples of this may include live video conferencing, chat rooms, or webcasts (Billings & Halstead, 2016). Some of the advantages of a hybrid environment are improved course organization, effective record keeping, more communication, multimodal learning experiences, and multilayered assessment activities (Bristol & Zerwekh, 2011). There are various methods that nurse educators can use in the hybrid environment to enhance the instruction of their intended learners
Bradshaw & Hultquist (2017) explains how a blended learning environment utilizing a time saving method known as “flipping”. Students review learning material outside of class before a session. Doing so allows classroom time to used for active learning and discussion rather than listening to a lecture (Bradshaw & Hultquist, 2017). Having access to technology and knowledgeable of its use is essential in flipped classrooms (Billings & Halstead, 2016).
In one study, nurse educators reported use of e-learning (Moodle) in courses using quizzes, notes/PowerPoints, videos, networking, and chats/forums/blogs (D’Souza, Karkada, & Castro, 2014). Moodle enhances communication in teaching, exchange of information with students, and accessibility to Moodle facilitates learning (D’Souza, et. al., 2014). The students had an opportunity to interact with instructors and peers and they felt a “connection” in the learning process (D’Souza, et. al., 2014).
Billings, D., & Halstead, J. (2016).
Teaching in nursing
(5th ed.). St. Louis, MO: Elsevier
Bradshaw, M. J., & Hultquist, B. L. (2017).
Innovative teaching strategies in nursing and related health professions
(7th ed.). Burlington, MA: Jones and Bartlett
Bristol, T. J., & Zerwekh, J. (2011).
Essentials of e-learning for nurse educators
. Philadelphia, PA: F. A. Davis Company
D’Souza, M. S., Karkada, S. N., & Castro, R. (2014). Exploring e-learning among nurse educators in undergraduate nursing.
Journal of Nursing Education and Practice
,
4
(7). doi: 10.5430/jnep.v4n7p73
.
APA format 1 page long 3 references and please include one from disc.docxboyfieldhouse
APA format 1 page long 3 references and please include one from discussion post
MSN degree Need ASAP for 9/7/19.
Audience
First-year nursing students come in an associate degree nursing program have typical prerequisite coursework, yet often come with a high degree of variable life experiences. Nursing students, in general, are academic achievers who could not be admitted to their program without a high grade point average. Prerequisite coursework, such as anatomy and physiology, resides at the knowledge and comprehension level of Bloom’s taxonomy, which requires students to explain, memorize, and describe concepts (Bristol & Kerwekh, 2011). Early nursing coursework begins to include application and analysis where students must criticize, compare, and develop ideas. For many, this is a big leap. Bradshaw and Hultquist (2017) describe that students’ progress through learning via set steps. The first step is dualistic thinking where concepts are black and white. This progresses to multiplicity, where more diverse ideas are tolerated. Nursing students also experience a difficult transition to understanding the conceptual grey areas.
Learning Need
Early in the nursing program, students are expected to identify scholarly versus non-scholarly sources of information. Students are expected to include scholarly sources in their self-directed learning and include these in their assignments. Being able to evaluate evidence is critical for patient safety as they advance in their training and career (Horntvedt, Nordsteien, Fermann, & Severinsson, 2018). The following are two learning objectives for this lesson:
Summarize the difference between academic and non-academic sources of nursing knowledge
Provide two examples of academic sources of knowledge
Horntvedt et al. (2018) found that interactive teaching and integration into clinical practice were effective strategies for teaching students to evaluate evidence. The learning activity will provide necessary information about scholarly sources of information in an online format. This lesson will use a video presentation to highlight critical concepts related to assessing academic sources of information. During the lesson, students will be shown five different sources of information and be asked to rank the sources in order of most reliable to least reliable.
Evaluation
Shank (2005) emphasizes the need to match the skill level of the learner with the learning objectives and activities. For first-year nursing students, a basic understanding of scholarly versus non-scholarly work is appropriate. An analysis of formal research study validity is beyond the scope of what is needed at their level. The verb
summarize
corresponds with the knowledge level of learning in Bloom’s taxonomy. The second objective asks the student to
provide two examples, which
demonstrates comprehension-level understanding in Bloom’s. Both objectives, if successfully met, will allow the studen.
APA format 1 page 3 references one from below discussion assignment .docxboyfieldhouse
APA format 1 page 3 references one from below discussion assignment and one from walden university library.
Andragogy
Andragogy is a theory of learning that focuses on the learner; increasing educational experience and motivation by active participation and learner experience (Aucoin, 2011). The theory emphasizes a learner-directed approach to education rather than the traditional teacher-directed approach (Aucoin, 2011).
Andragogy and Art-Based Learning
One interesting learning experience that I found discusses an andragogy-informed art-based learning strategy (Nguyen, Miranda, Lapum, & Donald, 2016). The authors assessed the experiences of 155 undergraduate nursing students after one 24-week course that involved learning activities using arts and andragogical principles (Nguyen, Miranda, Lapum, & Donald, 2016). There were three nursing concepts that were focused on, adherence, uncertainty, and empowerment; the study incorporated arts using drama, illustrated narratives, and reflection exercises (Nguyen, Miranda, Lapum, & Donald, 2016). The findings showed that most students favored this approach and felt that their learning experiences were enhanced (Nguyen, Miranda, Lapum, & Donald, 2016). The study suggests that the approach of andragogy and art-based learning helped the students develop empathy, which enhances emotional intelligence (Nguyen, Miranda, Lapum, & Donald).
I enjoyed reading this study because I find that my learning is enhanced through similar activities such as small group discussion, reflection, and simulation activities. I am often the one in group discussions who shares many stories; not only do I want to share my experience, but I am hoping that I will learn of others related experiences through sharing my own. This study used the learner-based principle of andragogy and combined it with an arts-based learning approach.
Applying Andragogy
Keeping in mind the andragogical principle of focusing more on the process of teaching and less focus on the content (Roebuck, et al., 2015), educators can assess learning preferences of their students to develop interactive activities to enhance learning experiences. In a survey of 272 nurse practitioners, learning needs and learning preferences were assessed in relation to skin cancer prevention, assessment, and diagnosis (Roebuck, et al., 2015). Using andragogical theories, preferences for learning were assessed in the survey with the most desired learning tools being a pocket guide, online continuing education activities and presentations (Roebuck, et al., 2015). By determining learning preferences, educational programs and curriculum can be developed in the student-learning style of andragogy.
arts-based learning.pdf
References
Aucoin, J. (2011). Theoretical basis of e-learning. In T. J. Bristol, & J. Zerwekh (Eds.),
Essentials of e-learning for nurse
educators
(pp. 13-23). Philadelphia, PA: F. A. Davis Company.
Nguyen.
APA Ethical Guidelines for Research8. Research and Publicati.docxboyfieldhouse
APA Ethical Guidelines for Research
8. Research and Publication
8.01 Institutional Approval
When institutional approval is required, psychologists provide accurate information about their research proposals and obtain approval
prior to conducting the research. They conduct the research in accordance with the approved research protocol.
8.02 Informed Consent to Research
(a) When obtaining informed consent as required in Standard 3.10, Informed Consent, psychologists inform participants about (1) the
purpose of the research, expected duration, and procedures; (2) their right to decline to participate and to withdraw from the research
once participation has begun; (3) the foreseeable consequences of declining or withdrawing; (4) reasonably foreseeable factors that
may be expected to influence their willingness to participate such as potential risks, discomfort, or adverse effects; (5) any prospective
research benefits; (6) limits of confidentiality; (7) incentives for participation; and (8) whom to contact for questions about the research
and research participants' rights. They provide opportunity for the prospective participants to ask questions and receive answers. (See
also Standards 8.03, Informed Consent for Recording Voices and Images in Research; 8.05, Dispensing With Informed Consent for
Research; and 8.07, Deception in Research.)
(b) Psychologists conducting intervention research involving the use of experimental treatments clarify to participants at the outset of
the research (1) the experimental nature of the treatment; (2) the services that will or will not be available to the control group(s) if ap-
propriate; (3) the means by which assignment to treatment and control groups will be made; (4) available treatment alternatives if an
individual does not wish to participate in the research or wishes to withdraw once a study has begun; and (5) compensation for or mon-
etary costs of participating including, if appropriate, whether reimbursement from the participant or a third-party payor will be sought.
(See also Standard 8.02a, Informed Consent to Research.)
8.03 Informed Consent for Recording Voices and Images in Research
Psychologists obtain informed consent from research participants prior to recording their voices or images for data collection unless (1)
the research consists solely of naturalistic observations in public places, and it is not anticipated that the recording will be used in a
manner that could cause personal identification or harm, or (2) the research design includes deception, and consent for the use of the
recording is obtained during debriefing. (See also Standard 8.07, Deception in Research.)
8.04 Client/Patient, Student, and Subordinate Research Participants
(a) When psychologists conduct research with clients/patients, students, or subordinates as participants, psychologists take steps to
protect the prospective participants from adverse consequences of declining or withdrawing from participation.
(b) When .
APA format (12 point font, Times New Roman, double spaced)Direct.docxboyfieldhouse
APA format (12 point font, Times New Roman, double spaced)
Directions:
Provide short essay answers and
cite your work using APA style
, case law, and the applicable federal rules of evidence or constitutional amendment(s) applicable to support your answer.
What are the four general categories of physical evidence?
Briefly explain the process of marking an item of evidence for identification purposes.
Generally speaking, what are the reasons for excluding a gruesome photo from coming into evidence at trial?
What is the typical chain of custody from first observance to introduction at trial?
List five objections that may be used by a defense attorney in order to prevent an item from being admitted as evidence.
What are the first three things an officer would normally do upon arriving at a crime scene?
What are the circumstances in which video and audio evidence may be used in court?
List 10 different uses of photographic and recorded evidence.
What is the first rule of admissibility of photographic and recorded evidence?
What is the second rule of admissibility of photographic and recorded evidence?
Identify those witnesses who can authenticate a photograph or recording.
When is a photograph or videotape likely to be admitted into evidence, even though it depicts a gruesome scene or a nude person?
What are the three methods of authentication of photographs and recordings other than by an attesting witness?
.
APA Format ,no plagiarismwrite a review that 800 words in length.docxboyfieldhouse
APA Format ,no plagiarism
write a review that 800 words in length about one chapter in the Niebuhr textbook. Half will be summary and half will be the personal reflection. The reflection should include points that you agrees and disagrees with Niebuhr about and why.
book resources:Niebuhr, H. Richard. (2001).
Christ and Culture
. New York: Harper and Row.
.
APA 7th 6 pages including reference page no title pagemust w.docxboyfieldhouse
APA 7th
6 pages including reference page no title page
must watch Moonlight
Due date 0ct 3, 2020 @ 5:00 p.m. eastern time zone
Must know feminist and culturalism theory
must follow the rubric
Must use 5 professional references peer review
.
APA CITATION &STYLE GUIDE Many Fisher College profes.docxboyfieldhouse
APA CITATION &
STYLE GUIDE
Many Fisher College professors require the APA style for papers. Check
with your professor about which format he or she expects you to use.
APA FORMATTING:
Purdue OWL provides guidelines for papers using APA style,
https://owl.english.purdue.edu/owl/resource/560/01/
Microsoft Word offers APA templates. Open Microsoft
Word. Select “New.” In the search box at the top of
the screen type “APA.” A couple of templates
will appear. Choose one.
The format of the paper usually includes the following
components in this order:
Title page (p.1)
Abstract (p.2)
Introduction (p.3) (beginning of text)
Method
Results
Discussion
References (after the last page of the text)
1
CITING MATERIALS WITH PROPER NOUNS IN APA
When citing materials in APA that have a proper noun that is
not the first word, it will be capitalized (ex. Spain, Prada, Toyota).
Liker, J.K. (2004). The Toyota way. New York: McGraw Hill.
For more information on plagiarism, visit Fisher College’s
publication: Plagiarism: a guidebook on responsible source citation.
http://s3.amazonaws.com/MagicHour/Fisher/Uploads/ByDate/2013/
June_2013/June_24th_2013/plagiarism92229.pdf
Remember to keep track of where you are getting your material.
If you use someone else’s idea, even if it is not a direct quote
(paraphrased), you need to give credit to the author(s).
Most Common APA Citation Components:
Author(s)
Editor(s)
Title (article, book, chapter, journal, etc.)
Date (published or created)
Publisher
Edition
Location of Publisher
Page Number(s)
Date Accessed (online)
2
APA IN-TEXT CITATIONS
Whenever you cite a book, magazine, scholarly journal, or other
source within the body of your paper, the In-Text citation will
reflect your References page.
Purdue OWL provides guidelines for In-Text citations using
APA style:
https://owl.english.purdue.edu/owl/resource/560/02/
The following is an example of an In-Text citation with a known
author:
“A company spokesman used the wheel-and-spokes concept that
placed Martha at the center of the action” (Byron, 2002, p. 200).
According to Byron, (2002), “A company spokesman used the
wheel-and-spokes concept that placed Martha at the center of the
action” (p. 200).
The following is an example of an In-Text citation without a
known author:
“Her brand may be tarnished, but her empire grossed more than
$221 million last year” (“Meltdown for Ratings,” 2012).
APA IN-TEXT CITATION -- PARAPHRASING
When Andy Warhol walked into the kitchen, he grabbed a can
of Campbell’s soup from the pantry shelf (Matterson, 1981).
3
References: The last component of your paper that includes sources that
you used
APA REFERENCES EXAMPLES
CITING A SOURCE FROM AN ONLINE DATABASE
USING APA
STRUCTURE:
Author, A. A., & Author, B. B. (Date of publication). Title of
article. Title of Journal, volume number (issue), page range.
Retrieved from http://databasewe.
APA 7 format.. Need 5 pages Need references. The recent adva.docxboyfieldhouse
APA 7 format.. Need 5 pages
Need references.
The recent advances in information and communication technology (ICT) has promoted the evolution of conventional computer-aided manufacturing industry to smart data-driven manufacturing. Data analytics in massive manufacturing data can extract huge business values while it can also result in research challenges due to the heterogeneous data types, enormous volume and real-time velocity of manufacturing data.
.
APA 6 – Understanding CitationsGenerally, citations follow.docxboyfieldhouse
APA 6 – Understanding Citations
Generally, citations follow the below format:
Contributors. (Date). Title (Secondary Contributors). Publication Information.
Contributor Information and Titles
The main contributors of the source, normally the author, are placed before the title. If there is
more than one author, arrange the authors in the same order found in the source. Use the first and
middle name initials and the entire last name. Inverse all names before the title.
One author Smith, J. K. (Date). Title.
Two authors Smith, J. K., & Sampson, T. (Date). Title.
Three authors Smith, J. K., Sampson, T., & Hubbard, A. J. (Date). Title.
Eight or more Smith, J. K., Sampson, T., Hubbard, A. J., Anderson, J., Thompson,
T., Silva, P.,…Bhatia, N. (Date). Title.
Sometimes the main contributor is not an author, but another contributor type, such as an editor for
a book or conductor for a musical piece. In this instance, follow the contributor by an abbreviation of
the contributor type (i.e. Ed. or Cond.). If plural, then change the abbreviation accordingly.
One editor Smith, J. K. (Ed.). (Date). Title.
Two editors Smith, J. K., & Sampson, T. (Eds.). (Date). Title.
One conductor Smith, J. K. (Cond). (Date). Title.
YOU CAN ALSO AUTOMATICALLY CITE YOUR SOURCES FOR FREE AT WWW.EASYBIB.COM
One conductor Smith, J. K. (Cond). (Date). Title.
Many sources have secondary contributors - individuals who added to the work outside the main
contributors. This can include editors and translators for books, and producers and screenplay writers
for movies. Place secondary contributors after the title in parenthesis. List them in first initial,
middle initial, last name format and follow this by the contributor type abbreviation. Separate
different contributor types by semicolons.
One editor Smith, J. (Date). Title (B. McCoy, Ed.).
Two editors Smith, J. (Date). Title (B. McCoy & T. Thomas, Eds.).
One editor, two
translators
Smith, J. (Date). Title (B. McCoy, Ed.; B. Smith & P. R. Silva, Trans.).
Some sources may have corporate or group authors. Write these organizations where you would write
the author. If the organization is also the publisher of the source, write “Author” instead of repeating
the publisher name.
Corporate author American Psychological Association. (Date). Title.
Government author Illinois Department of Industrial Relations. (Date). Title.
Sometimes you will come across sources with no contributor information. In this instance, do no write
the date first. Instead, write the name of the title and then the date, then followed by the remaining
appropriate bibliographic data.
Webster’s dictionary. (1995). Spring-field, MA: Merriam-Webster.
APA 6 – Understanding Citations
Some sources are found within other sources, such as a chapter in a book, or an article in a
periodical. These rules apply both to the contributors of the chapter and book, or to the article. Note
when citing a chapter, the book .
APA 3 paragraph 300 words Due 32819 Module 4 Assignment Str.docxboyfieldhouse
APA: 3 paragraph 300 words Due: 3/28/19
Module 4 Assignment: Strategizing for Sun City Boards
Follow the link above to the assignment.
This assignment aligns with Learning Outcomes 1, 2, 3, and 4.
Prologue
Why does a business need to define its mission and engage in planning?
Dan Smith is a management consultant with the firm Business Advisors. He’s sitting in his office one day when the telephone rings. He picks it up and hears the voice of Tom Wilson, an old high school friend. “Hi Dan. This is Tom Wilson from Southside High. Remember me?” They discuss old times for a few minutes, and then Tom gets down to business.
“Dan, I need your help. I started a business several years ago, and we’re in trouble.”
Dan quickly searches his memory and recalls that Tom started a business called Sun City Boards several years ago selling high-end surfboards on the West Coast. Last Dan had heard, the business was doing well. “Yeah Tom. I remember when you started your shop, but I thought the business was growing successfully.”
Tom replies, “We did well the first couple of years, but things haven’t been good for a while now. We’re losing money, and I’m not sure how much longer I can keep the doors open.”
Dan assures Tom that he is happy to help and asks him to send a few items over to prepare for a trip to visit his operations. “Just send me a copy of your current business plan, financial forecasts, and annual operating budget.”
There’s a pause on the other end of the line, and then Tom says, “Well, I can send you our bank statements and invoices. We don’t have any of the other documents you’re asking about.”
Based on that response, Dan already has a good idea of the organization’s problem: an obvious lack of planning that never bodes well for a business.
In this module, you learned the importance of an organization establishing a clear vision and mission and how they guide the business planning cycle.The business plan is the roadmap that guides the organization to success.
Epilogue
Dan traveled to Tom’s operations on the West Coast and confirmed his suspicions that the problems the organization is facing are due to a lack of planning. Dan is meeting with Tom to report on his findings and to submit his recommendations.
“OK Tom, I’ve spent the last several days going through your operations and records, and I’m confident that there are actions you can take that will help turn around the business.”
Tom lets out a long sigh and says, “Dan, you have no idea how glad I am to hear that. So at a high level, what’s the problem?”
“In a nutshell, the problem with Sun City Boards is that you have lost your focus and there is no clear plan for moving forward.” Tom looks confused, so Dan explains. “When you started the business, what was your vision?”
Tom answers, “ To set people free from the earth … free to ride the waves .” [Vision statement]
“Perfect!” Dan responds. “And how were you going to do that?”
Tom thinks for a moment and then emphatically declares, “ We will .
APA 200 words or moreRead the article, Organizational life cycl.docxboyfieldhouse
APA 200 words or more
Read the article, “Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence”. Describe the chronicle of life cycle change and the early stages of development, performance and resource acquisition, events leading to later stages of development, and the development of the formalization and control stage. Why do you think the author wrote about this topic? Why is it important?
.
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Not all discrimination is prohibited by law. For example, employers routinely discriminate between potential employees based upon education or experience. Other types of discrimination are more subtle, but still legal. For example, some employers discriminate between potential employees based upon personal characteristics such as weight or attractiveness. Should employers be permitted to discriminate based upon attractiveness? Take a side and argue that an employer should or should not be permitted by law to discriminate against persons who are not attractive.
.
APA 200 words or more1 Imagine yourself as the executive manag.docxboyfieldhouse
APA 200 words or more
1 Imagine yourself as the executive manager of an organization. You are responsible for establishing the three levels of management and how each level functions in the organization. One of the executive board members does not agree with having three levels of management. How would you justify to the executive board that three levels of management should be implemented in the organization? In your initial post, please include an explanation of the function that each level performs and why it is important.
.
APA 200 words or moreBased on the readings from the course text,.docxboyfieldhouse
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Based on the readings from the course text, please identify the leadership traits, skills, and behaviors that you consider the most important in leading and motivating subordinates. Examine specifically why you selected the traits, skills and behaviors in relation to employee motivation.
.
APA 200 words or more.Why is staffing important Who is responsi.docxboyfieldhouse
APA 200 words or more.
Why is staffing important? Who is responsible for it? Is it a function of personnel/human resource departments? What are some of the ways managers can adapt to changes in the external environment (shrinking work force, impacts of technology, etc.) to recruit and maintain quality personnel?
.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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Antecedents to Retention and Turnover among Child Welfare, Soc.docx
1. Antecedents to Retention and Turnover among Child Welfare,
Social Work, and Other
Human Service Employees: What Can We Learn from Past
Research? A Review and
Metanalysis
Author(s): Michàl E. Mor Barak, Jan A. Nissly and Amy Levin
Source: Social Service Review , Vol. 75, No. 4 (December
2001), pp. 625-661
Published by: The University of Chicago Press
Stable URL: https://www.jstor.org/stable/10.1086/323166
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Social Service Review (December 2001).
� 2001 by The University of Chicago. All rights reserved.
0037/7961/2001/7504-0005$02.00
Antecedents to Retention
and Turnover among Child
Welfare, Social Work, and
Other Human Service
Employees: What Can We
Learn from Past Research? A
Review and Metanalysis
Michàl E. Mor Barak
University of Southern California
Jan A. Nissly
University of Southern California
Amy Levin
University of Southern California
This study involves a metanalysis of 25 articles concerning the
relationship between dem-
ographic variables, personal perceptions, and organizational
conditions and either turn-
over or intention to leave. It finds that burnout, job
dissatisfaction, availability of em-
ployment alternatives, low organizational and professional
commitment, stress, and lack
3. of social support are the strongest predictors of turnover or
intention to leave. Since the
major predictors of leaving are not personal or related to the
balance between work and
family but are organizational or job-based, there might be a
great deal that both managers
and policy makers can do to prevent turnover.
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626 Social Service Review
Retention of employees in child welfare, social service, and
other human
service agencies is a serious concern. The high turnover rate of
pro-
fessional workers poses a major challenge to child welfare
agencies
(Drake and Yadama 1996) and to the social work field in
general
(Knapp, Harissis, and Missiakoulis 1981; Jayaratne and Chess
1983, 1984;
Drolen and Atherton 1993; Koeske and Kirk 1995). Reports of
turnover
rates range from 30 to 60 percent in a typical year. According to
Srinika
Jayaratne and Wayne Chess (1984), 39 percent of social workers
in family
services and 43 percent in community mental health are likely
to leave
4. their jobs within the next year. Raphael Ben-Dror (1994) finds
yearly
voluntary turnover rates to be 50 percent among community
mental
health workers, and Sabine Geurts, Wilmar Schaufeli, and Jan
De Jonge
(1998) report turnover rates exceeding 60 percent each year for
human
service workers.
High employee turnover has grave implications for the quality,
con-
sistency, and stability of services provided to the people who
use child
welfare and social work services. Turnover can have detrimental
effects
on clients and remaining staff members who struggle to give
and receive
quality services when positions are vacated and then filled by
inexpe-
rienced personnel (Powell and York 1992). High turnover rates
can
reinforce clients’ mistrust of the system and can discourage
workers
from remaining in or even entering the field (Todd and Deery-
Schmitt
1996; Geurts et al. 1998). Yet, there are few empirical studies
examining
causes and antecedents of turnover. Moreover, no attempt has
been
made to pull these empirical studies together in order to identify
major
trends that emerge. An understanding of the causes and
antecedents
of turnover is a first step for taking action to reduce turnover
rates. To
5. effectively retain workers, employers must know what factors
motivate
their employees to stay in the field and what factors cause them
to leave.
Employers need to understand whether these factors are
associated with
worker characteristics or with the nature of the work process,
over which
they may have some control (Blankertz and Robinson 1997;
Jinnett and
Alexander 1999).
In this article, we review the literature related to intention to
quit
and turnover among child welfare, social work, and other human
service
employees. Using metanalysis statistical methods, we analyze
and syn-
thesize the empirical evidence on causes and antecedents to
turnover
in order to identify reasons for employee turnover, major
groupings of
such reasons, and their relative importance in determining
employee
actions.
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Turnover in Social Services 627
6. Theory and Literature Review
The Significance of Employee Turnover
High turnover has been recognized as a major problem in public
welfare
agencies for several decades because it impedes effective and
efficient
delivery of services (Powell and York 1992). In a 1960 study of
“Staff
Losses in Child Welfare and Family Service Agencies,” agency
directors
report that staff turnover handicaps their efforts to provide
effective
social services for clients for two reasons: it is costly and
unproductively
time-consuming, and it is responsible for the weary cycle of
recruitment-
employment-orientation-production-resignation that is
detrimental to
the reputation of social work as a profession (Tollen 1960).
Employee
turnover in human service organizations may also disrupt the
continuity
and quality of care to those needing services (Braddock and
Mitchell
1992).
The direct costs of employee turnover are typically grouped into
three
main categories: separation costs (exit interviews,
administration, func-
tions related to terminations, separation pay, and unemployment
tax),
replacement costs (communicating job vacancies,
preemployment ad-
7. ministrative functions, interviews, and exams), and training
costs (for-
mal classroom training and on-the-job instruction) (Braddock
and
Mitchell 1992; Blankertz and Robinson 1997). The indirect
costs asso-
ciated with employee turnover are more complicated to assess
and in-
clude the loss of efficiency of employees before they actually
leave the
organization, the impact on their coworkers’ productivity, and
the loss
of productivity while a new employee achieves full mastery of
the job.
The impact of turnover on client care can be devastating
because
direct care staff play an important role in determining the
quality of
care. This is particularly true in child welfare agencies where
children
really come to count on the workers with whom they regularly
interact.
Turnover can cause a deterioration of rapport and trust, leading
to
increased client dissatisfaction with agency services (Powell
and York
1992). Turnover related problems can be especially difficult in
agencies
where the productive capacity is concentrated in human
capital—in the
skills, abilities, and knowledge of employees (Balfour and Neff
1993).
Human capital lies within a person. Hence, it is not easily
transferable;
it can be gained only by investing in a person over a long period
8. of
time. Turnover thus can reduce organizational effectiveness and
em-
ployee productivity. This can have a negative impact on the
well-being
of the children, families, and communities under agency care
(Balfour
and Neff 1993).
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628 Social Service Review
Theoretical Underpinnings
The body of theory on which the turnover literature is based is
primarily
rooted in the disciplines of psychology, sociology, and
economics. Psy-
chological explanations for turnover posit that individual
perceptions
and attitudes about work conditions lead to behavioral
outcomes. Con-
tributing psychological theories include stress theories (Deery-
Schmitt
and Todd 1995; Wright and Cropanzano 1998), personality and
dis-
positional theories such as Locus of Control (Spector and
Michaels
1986), learning theory (Miller 1996), and organizational
9. turnover the-
ory (Hom et al. 1992). Sociological theories posit that work-
related fac-
tors are more predictive of turnover than are individual factors
(Miller
1996). Key sociological theories that are used to explain
turnover in-
clude social comparison theory (Geurts et al. 1998), social
exchange
theory (Miller 1996), and social ecological theory (Moos 1979).
Economic theoretical explanations of turnover are based on the
prem-
ise that employees respond with rational actions to various
economic
and organizational conditions. The turnover literature draws on
human
capital, utility maximization, and dual labor market models of
economic
processes (Miller 1996). Although each of the three domains—
psychology, sociology, and economics—has strong proponents
in the
turnover literature, it is widely recognized that theoretical
aspects from
all three are necessary to explain the process of turnover fully.
However,
no single unifying model has been developed to explain
turnover among
human service workers. Moreover, the research related to
burnout and
intention to turnover in the mental health field is generally
atheoretical
and pays little attention to the underlying psychological or
sociological
processes (Geurts et al. 1998). The few authors who offer
conceptual
10. models to explain portions of the process of turnover or
turnover in-
tention among mental health and human service workers focus
on social
psychological models to suggest that turnover behavior is a
multistage
process that includes behavioral, attitudinal, and decisional
components
(Price and Muller 1981; Parasuraman 1989; Lum et al. 1998).
Deanna Deery-Schmitt and Christine Todd (1995) use concepts
from
stress and organizational turnover theories to explain turnover
among
family child care providers. They suggest that four broad stress-
related
components affect turnover: (1) potential sources of stress
(including
working conditions, client factors, and life events), (2)
moderators of
stress (coping resources and coping strategies), (3) outcomes of
a cog-
nitive appraisal process, and (4) thoughts and actions taken
based on
those outcomes. Brett Drake and Gautam Yadama (1996) focus
on burn-
out as a major cause for turnover among child protective
services work-
ers. They use literature on three components of burnout
(Maslach and
Jackson 1986) to posit that workers who have higher emotional
ex-
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11. All use subject to https://about.jstor.org/terms
Turnover in Social Services 629
haustion and depersonalization are more likely to leave their
jobs and
that personal accomplishment acts as a buffer that decreases
turnover.
A social psychological-based model offered by Asumen Kiyak,
Kevan
Namazi, and Eva Kahana (1997) asserts that personal
background,
worker attitudes, and job characteristics are related to job
satisfaction,
job commitment, and turnover. The first three variables are
hypothe-
sized to affect job satisfaction directly, which in turn affects
turnover
through its effect on intention to leave. Similarly, Erin Munn,
Clifton
Barber, and Janet Fritz (1996) suggest that a combination of
individual
factors, work environment attributes, and social support predicts
pro-
fessional well-being and turnover among child life specialists.
Using job
satisfaction, burnout, and turnover intentions as outcome
measures,
they posit that social support has both direct and moderating
effects,
while individual and work-related factors have direct effects.
12. Finally, Geurts and colleagues (Geurts et al. 1998; Geurts,
Schaufeli,
and Rutte 1999) provide a conceptual understanding of turnover
based
on the theories of social comparison, social exchange, and
equity as
well as on their research with mental health professionals. They
hy-
pothesize that perceived inequity in the employment
relationship gen-
erates feelings of resentment. These feelings result in poor
organiza-
tional commitment, higher rates of absenteeism, and increased
turnover
intentions. These outcome variables are interconnected such
that the
reduction in organizational commitment contributes further to
absen-
teeism and turnover intentions.
Antecedents to Turnover—Empirical Findings
Three major categories of turnover antecedents emerge from
empirical
studies of human service workers: (1) demographic factors, both
per-
sonal and work-related; (2) professional perceptions, including
organ-
izational commitment and job satisfaction; and (3)
organizational con-
ditions, such as fairness with respect to compensation and
organizational
culture vis-à-vis diversity. The study results are often
inconsistent with
each other, perhaps reflecting the complexity of defining and
measuring
13. the multifaceted predictor and outcome constructs as well as
differences
among the varying work contexts. Until very recently, studies
almost
exclusively examined turnover from a fixed point in time and
used a
dichotomous (turnover or no turnover) dependent variable. This
has
begun to change over the past few years, reflecting the
sometimes
lengthy process involved in the decision to leave one’s job
(Schaefer
and Moos 1996; Somers 1996).
Many studies use intention to leave instead of, or in addition to,
actual
turnover as the outcome variable. The reason is twofold. First,
there is
evidence that before actually leaving the job, workers typically
make a
conscious decision to do so. These two events are usually
separated in
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630 Social Service Review
time (Dunkin et al. 1994; Coward et al. 1995). Intention to quit
is the
single strongest predictor of turnover (Alexander et al. 1998;
14. Hendrix
et al. 1999), and it is therefore legitimate to use it as an
outcome variable
in turnover studies. Second, it is more practical to ask
employees of
their intention to quit in a cross-sectional study than actually to
track
them down via a longitudinal study to see if they have left or to
conduct
a retrospective study and risk hindsight biases. The current
analysis
includes studies that use intention to leave, actual turnover, or
both.
Demographic Factors
Demographic factors are among the most common and most
conclusive
predictors in the turnover literature. A number of studies find
age,
education, job level, gender, and tenure with the organization to
be
significant predictors of turnover (Blankertz and Robinson
1997; Jinnett
and Alexander 1999). It is generally accepted that younger and
better
educated (as well as less trained) employees are more likely to
leave
than are their counterparts (Kiyak et al. 1997; Manlove and
Guzell 1997).
Workers who are different from others in their work units—
whether
they are of different race or ethnicity, sex, or age—also are
more likely
to leave their jobs than are their colleagues (Koeske and Kirk
1995;
15. Milliken and Martins 1996). There is some evidence that
turnover is
less likely among ethnic minorities, those with higher incomes,
and
those with better social support at home (Tai, Bame, and
Robinson
1998).
Gender and marital status generally do not appear to be related
to
turnover (Ben-Dror 1994; Koeske and Kirk 1995; Jinnett and
Alexander
1999), though having children at home is a fairly strong
correlate of
turnover, especially for women (McKee, Markham, and Scott
1992; Ben-
Dror 1994). Gail McKee, Steven Markham, and K. Dow Scott
(1992)
find marital status to be indirectly related to intention to leave
in that
employees who are married are more satisfied with their jobs
and feel
more support and less stress than their unmarried colleagues.
There is considerable evidence of an inverse relationship
between
tenure and turnover. Turnover rates are significantly higher
among em-
ployees with a shorter length of service than among those who
are
employed longer (Bloom, Alexander, and Nuchols 1992; Gray
and Phil-
lips 1994; Somers 1996). This may be because longer tenured
employees
have more investment in the company and are less likely to
leave. How-
16. ever, findings of such a relationship may also result from
selection bias
in cross-sectional studies or from incomplete modeling of
turnover.
The higher the job level one has within the organization, the
lower
is one’s likelihood of quitting (Tai et al. 1998). Level of
education is
related to turnover only for employees holding midlevel jobs
(Todd and
Deery-Schmitt 1996). This means that those who have highly
specialized
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Turnover in Social Services 631
skills, as well as those with limited education, tend to remain on
the
job for longer periods of time than those who have a moderate
degree
of educational attainment.
Professional Perceptions
Burnout, a chronic, pervasive problem in the mental health and
social
service fields (Geurts et al. 1998), is a major contributor to poor
morale
17. and subsequent turnover. At the same time, there is evidence
that psy-
chological and emotional support from family and friends
outside of
the work environment can serve as buffers against the harmful
effects
of job stress and can generally reduce turnover (Abelson 1987;
Tai 1996).
Professional commitment to the consumers who are served by
the
organization has a negative relationship to turnover (Blankertz
and Rob-
inson 1997). Individuals who experience a conflict between
their pro-
fessional values and those of the organization are more likely to
quit,
while those who find a good fit between their needs and values
and the
organizational culture tend to stay longer (Vandenberghe 1999).
Job satisfaction is a rather consistent predictor of turnover
behavior.
Employees who are satisfied with their jobs are less likely to
quit (Siefert,
Jayaratne, and Chess 1991; Oktay 1992; Tett and Meyer 1993;
Hellman
1997; Manlove and Guzell 1997; Lum et al. 1998). There is
some debate,
however, about whether job satisfaction is a valid predictor of
turnover
(Koeske and Kirk 1995), and about whether the relationship is
direct
or indirect via job satisfaction’s impact on organizational
commitment.
Several authors find that job satisfaction leads to turnover
18. through its
effects on organizational commitment and intention to leave
(Price and
Muller 1986; Rhodes and Steers 1990; Taunton et al. 1997;
Krausz, Kos-
lowsky, and Eiser 1998; Arnold and Davey 1999).
Organizational commitment is also examined in several studies
as a
predictor of intention to quit and turnover. According to
Richard Mow-
day, Richard Steers, and Lyman Porter (1979), an employee who
is
committed to the organization has values and beliefs that match
those
of the organization, a willingness to exert effort for the
organization,
and a desire to stay with the organization. Employees with
lower levels
of commitment are less satisfied with their jobs and more likely
to plan
to leave the organization (Irvine and Evans 1992; Manlove and
Guzell
1997; Hendrix et al. 1999).
Organizational Conditions
Child welfare, social work, and other human service employees
tend to
experience conditions associated with higher levels of job stress
than
do workers in many other settings (Jayaratne and Chess 1984;
Geurts
et al. 1998). Several studies find that workers experiencing high
levels
of job stress are more likely to leave their positions (McKee et
19. al. 1992;
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632 Social Service Review
Todd and Deery-Schmitt 1996). Stress-related characteristics
that have
been associated with job turnover include role overload and lack
of
clarity in job descriptions (Jayaratne and Chess 1984; Jolma
1990; Siefert
et al. 1991; Schaefer and Moos 1996; Blankertz and Robinson
1997).
Accumulating evidence suggests that support from coworkers
and
supervisors is instrumental in worker retention (Jayaratne and
Chess
1984; Siefert et al. 1991; Koeske and Kirk 1995; Schaefer and
Moos
1996; Blankertz and Robinson 1997; Alexander et al. 1998;
Jinnett and
Alexander 1999). Studies find that workers who remain in
public child
welfare report significantly higher levels of support from work
peers in
terms of listening to work-related problems and helping workers
to get
their jobs done. Workers who remain also believe that their
20. supervisors
are willing to listen to work-related problems and can be relied
on when
things get tough at work. Satisfaction with other employees also
is im-
portant, perhaps because much of the effectiveness of child
welfare,
social work, and other human service employees depends on
cooper-
ative, team-based interaction (Vinokur-Kaplan 1995; Tai et al.
1998).
Finally, perceptions of positive procedural and distributive
justice pol-
icies in an organization are negatively related to turnover
intentions
(Lum et al. 1998; Hendrix et al. 1999). For example, employees
who
perceive an organization’s pay procedures as just and fair are
less likely
to leave (Jones 1998).
Methodology
Selection of Studies for Review
Building on this body of literature, we use metanalytic
techniques to
examine the overall picture that emerges from empirical
research on
antecedents of intention to leave and turnover among child
welfare,
social work, and other human service employees. To do so, we
used
PsycInfo, a comprehensive computer data base that includes
scholarly
21. publications in psychology and related fields, to attempt to
identify all
studies published in academic journals between 1980 and 2000
that
relate to turnover and retention among child welfare, social
work, and
other human service employees. The category “child welfare
employees”
includes social workers and others who work in child welfare,
“social
work employees” includes all social workers except those in
child wel-
fare, and “other human service employees” includes all other
workers.
Key words used in the search include “employee turnover,”
“worker
turnover,” “employee retention,” and “worker retention.”
Studies that
are not printed in English were excluded, as were dissertations,
because
of the length of time necessary for retrieval. We also made a
deliberate
effort to solicit unpublished manuscripts. There were two
reasons for
this. First, we wanted to find out if there is a significant
research effort
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Turnover in Social Services 633
22. underway that will add to the already published articles, and,
second,
we wanted to find out if there are any manuscripts that were not
pub-
lished (so-called drawer articles) because the findings were not
signif-
icant but that could shed some light on the turnover
phenomenon. In
order to locate appropriate unpublished papers, 38 of the 44
authors
of the articles that were included after our initial search ( )
weren p 24
contacted via e-mail. They were asked to provide us with
information
about additional unpublished manuscripts that they or their
colleagues
produced during the period under study. Eighteen authors
replied. Only
two sent us additional manuscripts, but we were unable to use
them
because the study populations were not within our scope. We
also re-
viewed all the references cited in the articles that were selected
for the
metanalysis. One new article that met our inclusion criteria was
identified.
In total, 55 articles were reviewed for this study, but only 25
are in-
cluded in the metanalysis. The writings that we included are (1)
em-
pirical articles that examine antecedents to turnover or intention
to
leave; (2) works with study populations that include child
welfare work-
23. ers, social workers, or other employees in human services
agencies (men-
tal health, children’s service, and similar agencies); and (3)
studies that
report either correlations or multiple regression results. The
authors of
included studies, a summary of the results, and information
about the
samples are found in table 1. In order to be as comprehensive as
pos-
sible, we include all the predictor variables examined in each of
the 25
studies. None of the studies addresses economic, organizational,
or
other broad scope predictors of intention to leave or turnover.
Measures
Outcome variables: Intention to leave and turnover.—The two
outcomes
that are examined in this study are usually measured in a
dichotomous
fashion (yes or no). The definitions vary across studies.
Intention to
leave is generally defined as seriously considering leaving one’s
current
job; some studies ask whether participants are currently
thinking of
quitting, and others ask whether they had thought of quitting
during
a designated time period in the past (e.g., during the past 3
months)
or if they are planning to quit within a specified time period.
Actual
turnover is generally operationalized as leaving one’s job,
though a few
24. studies define turnover as leaving the profession altogether.
Antecedents.—No single system for classifying the predictors of
turn-
over has been adopted in human service turnover research. As a
result,
we developed a system suggesting three main categories:
demographics,
professional perceptions, and organizational conditions. Several
sub-
categories are included under each. For purposes of conducting
the
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634
Table 1
Articles Included in Metanalysis—Key Information
Article Information Main Findings N Independent Variables
Correlation with
Dependent
Variables
Intention to
Leave Turnover
25. Child welfare workers:
Jayaratne and Chess (1984); child welfare
workers (standardized regression analysis:
R 2 p .54; regression coefficients given)
Similarities were found in levels of job satisfac-
tion, burnout, and intent to change jobs
among child welfare workers, community
mental health workers, and family service
workers, although the determinants varied
by field of practice.
60 Age
Year MSW received
Role ambiguity
Workload
Value conflict
Physical comfort
Challenge
Financial reward
Promotion
Role conflict
.32
.10
.16
�.29
.21
�.13
.21
�.38*
26. �.25
.20
Jayaratne, Himle, and Chess (1991); protec-
tive services personnel (regression analy-
sis: R 2 p .49; regression coefficients
given)
Analyses showed that age, promotion, and
role ambiguity were all significant predic-
tors of turnover.
168 Commitment
Competence
Values
Personal control
Self-esteem
Challenge
Workload
Financial rewards
Promotion
Role conflict
Role ambiguity
Agency change
Coworker support
Supervisor support
Case factors
Fear factors
Task factors
.44
N.S.
N.S.
N.S.
N.S.
27. N.S.
N.S.
N.S.
�.23*
N.S.
.19*
N.S.
N.S.
N.S.
N.S.
N.S.
N.S.
T
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Children and Youth Services Review 33 (2011) 157–160
Contents lists available at ScienceDirect
Children and Youth Services Review
journal homepage: www.elsevier.com/locate/childyouth
A recent look at the factors influencing workforce retention in
public child welfare
30. support;
opportunities for advancement; and organizational commitment
and
valuing employees (Zlotnik, DePanfilis, Daining, & Lane, 2005;
Weaver
et al., 2006).
A recent study conducted by Strolin-Gotzman, Auerbach,
McGowan, and McCarthy (2008), analyzed the similarities and
differences of the factors that influence intention to leave
among
rural, urban, and suburban child welfare districts in 25 public
child
welfare systems in the Northeastern portion of New York state.
It
also examined four organizational factors, two individual
factors
and one supervisory factor in the evaluation of effective macro
level
initiatives aimed to increase workforce retention; thereby
improv-
ing the lives of children and families in care. The four
organizational
factors were operationalized as (1) life work, (2) job supports,
(3)
salary/benefits, and (4) job satisfaction. The two individual and
supervisory factors were social degree, tenure on the job, and
supervisor support respectively.
Relevant findings from this study provided similar results from
earlier studies with regard to predictors of turnover such as life-
work fit, job satisfaction and tenure on job (Ellett, Ellett, &
Rugutt,
2003; Dickinson & Perry, 2002; Jones, 2002; Juby &
Scannapieco,
2007; Jacquet, Clark, Morazes & Withers, 2008; Milner, 2003;
31. Landsman, 2007); conversely, this study found that having a
social
work degree was interrelated and influenced intention to leave
and
that intention to leave was significantly lower in suburban
agencies than in urban or rural agencies. Findings also indicated
that life-work fit significantly influenced intention to leave in
rural
and urban agencies; having a social work degree and tenure on
the
job were interrelated factors that influenced intention to leave;
and that continued professional development opportunities
could
possibly serve as preventative measures to intention to leave the
child welfare work force. Studies conducted over the past
decade
have shown a consistent pattern of worker turnover, and
furthermore that personal and organizational factors affect
inten-
tion to leave the agency. It is critical that we continue to
explore,
describe, explain and predict personal and organizational
factors
that impact worker retention, as well as develop, implement and
evaluate strategies for addressing worker turnover and retention
in
child welfare agencies.
http://dx.doi.org/10.1016/j.childyouth.2010.08.028
mailto:[email protected]
http://dx.doi.org/10.1016/j.childyouth.2010.08.028
http://www.sciencedirect.com/science/journal/01907409
Table 1
Demographic variables.
32. •Gender
60.56% of the respondents were females
39% of respondents were males
•Race/Ethnicity
36.62% of respondents were African American
16.90% were White
1.41% were of Hispanic/Latino
The remaining respondents identified as other or did not answer
•Age
Ages ranged between 20 and 60, with average age
approximately 28
19.72% of the respondents were between the age of 31–40
17.61% of the respondents were 41–60 years of age
Less than 1% (.70%) of respondents identified themselves as
being over the
age of 60
19.72% of the respondents did not identify their ages
•Salary
Salaries range between $25,000 and $50,000
52% of respondents had salaries between $25,000 and $30,000.
The remaining
48% varied considerably.
•Household income
Respondents' household incomes ranged between 25,000 and
$70,000
The larger interval, 40% of the respondents’ had incomes
between
$25,000 and $40,000; these are likely single individuals
29% of the respondent's household incomes were between
$56,000
and $70,000; these are likely married individuals.
33. •Highest level of education
33% have Bachelor level degrees
18% of respondents’ highest degree was at the graduate level
•Undergraduate majors
29.53% majored in Social Work
11.41% majored in Psychology
5.37% majored in Sociology
•Graduate majors
19.18% majored in Social Work
80% majored in other disciplines such as Psychology
•Case manager unit
32% of respondents worked in the Child Protection Services
Unit
38% of respondents were in the Foster Care Unit
158 S.E. Williams et al. / Children and Youth Services Review
33 (2011) 157–160
2. Problem studied
Though research has been conducted investigating worker
retention and turnover, the problem of high turnover continues
to
exist. This study is a beginning effort to explore and describe
worker
retention in the state of Georgia, and create a continuum of
research
to work collaboratively with state agencies in defining best
practices
for employing strategies for recruitment and retention of public
child welfare workers, and evaluating the effectiveness of such
strategies.
34. This study initiates the process of systematically evaluating best
practices by first exploring and describing factors associated
with
retention and turnover in an effort to develop a baseline for
discussion, and comparison to national findings.
3. Need for study
Consistency of service to children and their families continues
to
be an ongoing problem in public child welfare agencies. Worker
turnover is high, thus affecting the availability of a well trained,
experienced workforce. Understanding the factors associated
with
retention and turnover will provide the knowledge needed to
determine the needs of workers, administrators, and the agency
in
general, in an effort to create an environment that will result in
worker retention, and a better quality of services to children and
their
families.
4. Purpose of the study
The purpose of this study was to explore and describe worker
retention patterns of child welfare workers in Georgia's districts
1, 3,
13 and 17, relative to management style and professionalism of
supervisors, multicultural knowledge, values and skills, and
numer-
ous other factors.
5. Institutional Review Board (IRB)
This study was reviewed and approved by the IRB at Kennesaw
State University Human Subjects Committee. Subsequently,
35. County
Agency Administrators were contacted by telephone, email and
in
person to inform them of the study, and to solicit their support
and
participation. All study participants were recruited and selected
in
accord with the standards of the university IRB at Kennesaw
State
University.
6. Research design
This study utilized a survey research design. Worker retention
and
related factors were measured utilizing a self administered
survey
consisting of 160 items. Previous studies have found a
relationship
between professionalism of managers as well as numerous other
factors and worker retention; however, none have factored in
the
concepts of multicultural awareness, knowledge and skills as
potential correlates of worker retention.
This study seeks to answer primary and secondary research
questions including:
Primary: What are the factors that describe worker retention in
public child welfare agencies for selective rural and urban
counties
in Georgia?
Secondary 1: What are workers’ perceptions of management
style
of managers and supervisors?
Secondary 2: What are workers’ perception of manager and
36. supervisor professionalism?
Secondary 3: Is cultural competence a factor in worker
retention?
7. Sample and sampling procedure
A convenience sample of 260 public child welfare workers was
selected from public child welfare agencies in the state of
Georgia
from four districts north of Atlanta. District 1 consists of
primary rural
counties consisting of Murray, Gilmer, Fannin, Whitfield,
Walker,
Chattoga and Dade counties; District 13, an urban county
consisted of
Fulton County and; District 17 consists of urban, rural and
suburban
included Cherokee, Cobb and Douglas counties. All agencies
involved
except Fulton County were participants in the KSU's Title IV-E
Program. Participants in the study were either case managers or
supervisors of case managers (Table 1).
8. Instrumentation and data collection
Mixed methods were used to generate both qualitative and
quantitative data. Data from the study provided information on:
1. the patterns of worker retention across urban and rural
agencies;
2. survey data to assess workers’ perceptions of correlates
associated
with retention;
3. demographic information on child welfare workers; and
4. data to assess multicultural knowledge, values and skills.
Data were collected using a modified version of the Workforce
37. Retention Survey developed by the Social Work Education
Consor-
tium of State University System of New York (SUNY). A
standardized
scale, the Multi-Cultural Counseling Inventory was used to
assess
multicultural awareness, knowledge and skills of the
participants.
Table 2
What are the factors that describe worker retention for public
child welfare workers
in the districts of the state of Georgia identified for this study?
Professional commitment: About 50% seem committed to the
agency and clients
Education: Most have bachelor degrees in social work and
psychology
Job satisfaction: 60% feel good about what the agency does;
however, 55%
are not satisfied with their job
Intent to leave: 50% have taken various steps to look for other
jobs
Efficacy is low
Burn out: Only 3% reported feeling emotionally strong and not
burned out
Salary: Only 3% are satisfied with their salaries
Work load: Only 12% feel that the work load is reasonable
Support from coworkers: They feel that they receive sufficient
support from
co-workers
Few are satisfied with opportunities for advancement
38. Technology is not sufficient
Table 4
What are workers’ perceptions of manager and supervisor
professionalism?
Respondents report that supervisors do not show leadership
No incentives are provided for good work
There is little recognition from supervisors
They do not feel respected by supervisors
Some question whether the agency values their safety and well
being
Table 5
Do workers feel effective in providing culturally competent
services?
159S.E. Williams et al. / Children and Youth Services Review
33 (2011) 157–160
9. Data analysis
Data were analyzed and reported in the aggregate. A univariate
analysis was used to describe demographics of study
participants,
workers perceptions of factors associated with retention, and
multicultural awareness, knowledge and skills. Data were
organized
around the primary and secondary research questions.
10. Discussion and conclusions
The study results indicate that public child welfare workers in
this
study are consistent with existing research with regard to
workforce
retention along most factors; however, there are some
39. differences
(Table 2). Studies have shown a consistent downward spiral in
terms
of worker turnover. Georgia is consistent. In one area, a county
experienced a 50% retention rate, loosing nearly half of its
workforce
within a one year period. Regarding personal factors that are
positively associated with retention, study participants rated
profes-
sional commitment to the agency and the families they serve are
high.
Regarding education, most have bachelor degrees. Job
satisfaction was
rated high. Efficacy is high nationally; however, low in
Georgia.
Regarding personal qualities that are negatively associated
burnout is
high nationally and in Georgia; Emotional Exhaustion is high
nationally and in Georgia; role overload/conflict/stress is high
nationally, and in Georgia as well.
Organizational factors that are positively associated nationally
include better salaries, reasonable workloads, coworker support,
supervisory support, opportunities for advancement, and
organiza-
tional commitment and valuing employees (Zlotnik et al., 2005).
The
organizational factor positively associated with retention in
Georgia
was coworker support. Organizational factors that were rated
low by
study participants include salary, reasonable workload,
supervisory
support, opportunities for advancement, and organizational
commit-
ment to and valuing of employees.
40. 11. Summary of findings with regard to retention factors
Among study participants, workers are committed to the agency;
however, they do not feel that the agency is committed to them
or
their well being (Table 3). Workers enjoy the support of
coworkers;
however, they do not feel that they are supported by supervisors
(Table 4). Workers are not satisfied with technology, nor their
Table 3
What are workers’ perceptions of management style of
managers and supervisors?
They feel that supervisors are competent; however, not
supportive
Supervisors and managers do not acknowledge their work in a
positive manner
The management style of supervisors does not communicate that
the agency
values its workers.
salaries, and do not feel effective in their jobs. Many are
experiencing
emotional exhaustion and burnout, and are looking for new jobs.
Management styles in the agency do not translate into a culture
of
leadership and caring. Workers report having cultural
awareness;
however, they do not know how to apply this awareness, nor are
they
aware of culturally specific resources (Table 5).
Given the findings above, and in comparison to national studies,
agencies are likely to experience continuous patterns of worker
turnover. Agencies need to develop strategies for addressing the
current work environment, worker's dismay with the agencies,
41. and
organizational factors so as to create a work environment that
lends
itself to worker retention.
12. Recommendations
Based on the findings and conclusions, the following are
recommended: additional training for management on how to
supervise their workers, and create a culture of support;
promoting
a new leadership paradigm such as transformative leadership
that
leads to being able to empathize with the emotional needs of
workers.
Rural counties appeared to be less informed about cultural
knowl-
edge, indicating a need for training in this area.
13. Implications for practice
The implications for social work practice with regard to
retention
of the workforce of public child welfare workers are profuse.
However, to promote the retention of public child welfare
workers
in Georgia, child welfare agencies may perhaps provide training
that
will assist supervisors in improving their supportive and
leadership
skills when dealing with their supervisees. Agencies could also
determine what types of supervision facilitate workers’ needs,
and
what kind of training supervisors need to enhance their
effectiveness.
Make a distinction between what new supervisors and
42. experienced
supervisors might want and need in the way of support and
training
to help them do their jobs more effective.
14. Implications for policy
Policy adjustments are needed regarding case load sizes, the
supervisor selection process and the training process for
supervisors.
The availability of resources, the case worker's workload, and
supervisor's management skills must be considered when
determin-
ing policy changes with regard to workforce retention. Policy
adjustments are needed regarding case load sizes, the supervisor
selection process and the training process for supervisors. The
availability of resources, the case worker's workload, and
supervisor's
About 40% report having cultural knowledge and awareness
overall
With regard to ethnicity, about 50% feel that they are
knowledgeable
With regard to racism, about 60% feel that they are
knowledgeable
With regard to multicultural counseling, 40% feel competent
Though they report being culturally competent, they do not feel
prepared to
apply this knowledge in client cases: and
They do not feel good about their ability to identify diverse and
culturally
specific resources
160 S.E. Williams et al. / Children and Youth Services Review
43. 33 (2011) 157–160
management skills must be considered when determining policy
changes with regard to workforce retention.
15. Implications for future research
Conduct intense interviews and focus groups to hear from
workers, supervisors and managers regarding their perceptions
of
needs, and how such needs may be facilitated to improve the
overall
climate of the agency, and quality of relationships within the
organization.
References
Dickinson, N. S., & Perry, R. E. (2002). Factors influencing the
retention of specially
educated public child welfare workers. Evaluation Research in
Child Welfare, 15(3/4),
89−103.
Ellett, A. J., Ellett, C. D., & Rugutt, J. K. (2003). A study of
personal and organizational
factors contributing to employee retention and turnover in child
welfare in Georgia.
Executive Summary and final project report. Athens, Georgia:
University of Georgia
School of Social Work.
Jacquet, S., Clark, S., Morazes, J., & Withers, R. (2008). The
role of supervision in
the retention of public child welfare workers. Journal of Public
Child Welfare, 1(3),
27−54.
44. Jones, L. (2002). A follow-up of a Title IV-E program's
graduates’ retention rates in
a public child welfare agency. Evaluation Re Research in Child
Welfare, 15(3/4),
39−51.
Juby, C., & Scannapieco, M. (2007). Characteristics of work
load management in public
child welfare. Administration in Social Work, 31(3), 95−109.
Landsman, M. J. (2001). Commitment in public child welfare.
Social Service Review, 75,
386−419.
Landsman, M. J. (2007). Supporting child welfare workers
supervisors to improve
worker retention. Child Welfare, 86(2), 105−125.
Milner, J. (2003). Changing the culture of the workforce.
Closing plenary session of the
Annual Meeting of the States and Tribes. Retrieved October 15,
2008 from http://
www.acf.hhs.gov/programs/cb/cwrp/changing_culture.htm
Strolin-Gotzman, J., Auerbach, C., McGowan, B., & McCarthy,
M. (2008). The
relationship between organizational characteristics and
workforce turnover
among rural, urban, and suburban public child welfare systems.
Administration in
Social Work, 32(1), 77−91.
Weaver, D., Chang, J., & Gil de Silva, M. (2006). The retention
of public child welfare
workers. Berkeley: University of California at Berkeley:
California Social Work
Education Center.
45. Zlotnik, J. L., DePanfilis, D., Daining, C., & Lane, M. (2005).
Factors influencing retention of
child welfare staff: A systematic review of research.
Washington, DC: Institute for the
Advancement of Social Work Research.
Dr. Sharon E. Williams is Associate Dean and Professor of
Social Work at Grambling
State University. Dr. Quienton L. Nichols is an Assistant
Professor of Social Work and
Director of Field Education at Kennesaw State University. Dr.
Alan R. Kirk is a Professor
and MSW Program Director at Kennesaw State University.
Takeisha Wilson is the
Coordinator of the Child Welfare Title IV-E Program at
Kennesaw State University. This
study was conducted in collaboration with the State University
System of New York,
Albany.
http://www.acf.hhs.gov/programs/cb/cwrp/changing_culture.htm
http://www.acf.hhs.gov/programs/cb/cwrp/changing_culture.htm
A recent look at the factors influencing workforce retention in
public child welfareExisting research: factors that impact
retentionProblem studiedNeed for studyPurpose of the
studyInstitutional Review Board (IRB)Research designSample
and sampling procedureInstrumentation and data collectionData
analysisDiscussion and conclusionsSummary of findings with
regard to retention factorsRecommendationsImplications for
practiceImplications for policyImplications for future
researchReferences
Running head: Capstone Project 1
COMMUNITY ASSESSMENT 2
46. Capstone Project
After being at my agency for a month now and a lot has been
observed that could use improvement. Just like any other
agency, they have their strengths and weaknesses. The motto
for the agency is “Building stronger families for a stronger
Georgia”. Great motto but while doing observation it was
identified that a major factor as to why the stats do not align
with the goals is the number of cases per case managers.
There is an average of 25-30 cases per case manager which is
far too much. This issue starts several events to happen shortly
after which includes, burnout from the case manager, cases
slipping through the cracks, something tragic happening and or
the case manager leaving due to disciplinary action or lack of
47. support from higher. After talking to a few case managers
around the agency this was identified as one of public service
biggest issues. There is an idea for a solution to decrease the
caseload per case manager which will increase morale and
overall improve successful completeness of cases.