ABSTRACT. This study examines the main and interactive effects of role stress, job autonomy, and social support in predicting burnout and turnover intention among social workers. This study included a subsample of 346 social workers identified from a cross-sectional random survey of 1,500 California state-registered social workers. Adjusted for age, gender, organizational tenure, and annual salary, structural equation analyses revealed that role stress had a positive direct effect on burnout. The variables of social support and job autonomy had a negative direct effect on turnover intention, but not on burnout. Results showed that job autonomy interacted with role stress in predicting burnout, while social support interacted with role stress in predicting turnover intention. Study results suggest that creating decentralized job conditions is essential for preventing burnout, and that building supportive job conditions is needed to retain social workers who are experiencing high role stress.

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The author reviews the growth and development of social marketing practice as a social work strategy and describes how the different categories of marketing correspond to administrative, planning, and community organization practice. She illustrates the similarity between the social planning process and the market planning process in an effort to demonstrate that social marketing is a useful addition to decision making and planning in social service agencies. Social marketing theory, diffusion theory, and exchange theory provide the theoretical frameworks for the argument developed. Drawing upon these theories, the paper draws attention to the fact that marketing is rapidly gaining acceptance as a viable strategy in macro practice designed to attract and retain consumers of services, develop resources, and inform service providers and practitioners of practice issues and innovations.

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