A mixed-methods study of the impact of organizational culture on workforce retention in child welfare

Zeitlin, Wendy; Augsberger, Astraea; Auerbach, Charles; McGowan, Brenda G.

doi:10.1016/j.childyouth.2014.01.004

Cited by 25 publications

(9 citation statements)

References 21 publications

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“…Child welfare organizations may vary in terms of the supports and resources provided to staff to counter the impact of child welfare work, which in turn may affect services provided and client outcomes. This is supported by findings indicating significant associations between aspects of culture and climate and the types of services that families receive (Glisson & Green, 2011), child outcomes (Glisson & Hemmelgarn, 1998), effectiveness of services (Glisson & Green, 2006; Yoo & Brooks, 2005), worker attitudes (Glisson, Green & Williams, 2012), job satisfaction (Glisson et al, 2012), worker turnover (Glisson et al, 2008; Zeitlin, Augsberger, Auerbach, & McGowan, 2014), and receptivity to new practices (Aarons & Sawitzky, 2006; Patterson, Dulmus, & Maguin, 2013). …”

Section: Literature Reviewmentioning

confidence: 80%

Agency Culture and Climate in Child Welfare: Do Perceptions Vary by Exposure to the Child Welfare System?

Spielfogel

Leathers

Christian

2016

Human Service Organizations: Management, Leadership & Gover

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Organizational culture and climate play a critical role in worker retention and outcomes, yet little is known about whether perceptions of culture and climate vary depending on the demands of particular roles. In this study, 113 staff from a child welfare agency completed Organizational Social Context profiles. Staff were divided into three groups according to their proximity to child welfare tasks to assess whether involvement in higher stress child welfare tasks is related to perceptions of the social context. Findings suggest possible differences across groups, with those involved in core child welfare tasks appearing to perceive higher resistance to new ways of providing services and those with the least involvement in traditional child welfare perceiving a more positive social context overall. Keywords leadership and organizational change; management; workforce/workplace issues in human service organizations

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Section: Literature Reviewmentioning

confidence: 80%

Agency Culture and Climate in Child Welfare: Do Perceptions Vary by Exposure to the Child Welfare System?

Spielfogel

Leathers

Christian

2016

Human Service Organizations: Management, Leadership & Gover

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“…As outlined in chapter 2, job satisfaction is a critical component of retention in higher education (Derby-Davis, 2014;Lane, Esser, Holte, & McCusker, 2010;McBride, Munday, & Tunnell, 1992;Murray & Murray, 1998;Murray, Murray, & Summar, 2000). The findings in this study support more recent literature that indicates organizational culture can be an important dimension to consider in job satisfaction (Belias & Koustelios, 2014) and ultimately impact retention (Park & Kim, 2009;Zeitlin, Augsberger, Auerbach, & McGowan, 2014).…”

Section: Theme 1: Stability As An Organizational Valuesupporting

confidence: 85%

“…The warmth and friendliness that is a component of Pemberley's family culture supports recent scholarship that "agency," meaning the relationships with coworkers and supervisors, is an important component of organizational culture that supports retention (Zeitlin et al, 2014).…”

Section: Theme 1: Stability As An Organizational Valuesupporting

confidence: 55%

“…The participants in this study viewed the college culture positively, suggesting an alignment between their own values, beliefs and the culture of the college. This congruence of values has been found to be a strong indicator of retention (Zeitlin et al, 2014) and shared loyalty (Chaney & Martin, 2017) in industries outside of higher education. Finally, the findings of this project also align with research on presidential tenure at liberal arts colleges found that the small, tight culture established at liberals arts colleges extended presidential tenure (Langbert, 2012).…”

Section: Theme 1: Stability As An Organizational Valuementioning

confidence: 86%

“…While Langbert (2012) suggests that small colleges with tight cultures extend presidential tenure, a robust study on culture and retention in higher education has, to date, been neglected. There has been research conducted in other fields on the relationship between retention, value congruence and organizational culture outside of higher education (Zeitlin et al, 2014;Chaney & Martin, 2017). This study called attention to the need to consider a similar research agenda in higher education.…”

Section: Recommendations For Future Researchmentioning

confidence: 99%

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Organizational factors supporting community college presidential stability : a case study

Buckley¹

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My thanks to my advisor, Dr. Shannon Alpert, for her timely feedback and endless encouragement throughout this project. In particular, the community she built for her advisees, spread around the globe, provided me with much needed structure and connection to continue to move forward. Writing can be a lonely endeavor but I was buoyed by classmates Laura Rasar King, Lisa Piccolo and Caroline Wood who read countless drafts and helped me get "unstuck" when I was the most frustrated. Balancing school with a demanding job was not easy. However, the administration of Howard Community College and in particular, my supervisor, Dr. Cindy Peterka, remained committed to my successful completion. Their backing was invaluable. I am deeply grateful to the participants in this study who were exceptionally generous with their time and sharing their experiences. While cloaked in pseudonyms in this document, their individual generosity will remain with me. From initial interest through my visits and data collection they were giving with their time and welcomed me to their campus. When given the opportunity, I hope to follow their example and support future community college scholars with the same level of enthusiasm. My thanks to my friends and especially, my family, for understanding the demands of this program. They have cheered me on, been unfailingly patient and reserved only the easiest potluck tasks for me for years. And finally, to Mark, who has been by my side from the beginning. He never cared when our living space transformed to student workspace with books, articles and papers covering nearly every surface. His steady and calm voice never wavered in reassurance. Thank you seems so inadequate but those are the only words I have.

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The Importance of Job Demands and Supports: Promoting Retention Among Child Welfare Workers

Radey

Wilke

2021

Child Adolesc Soc Work J

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Child welfare workers typically face strict deadlines, limited training periods, high caseloads, and understaffing. These high-demand positions often coupled with few organizational or supervisory supports contribute to decreased worker well-being and low retention. Informed by the Job Demands-Resources model, we examined common demand-resource sub-groups among recently-hired child welfare workers and how sub-group membership contributed to agency retention. This study used data from the Florida Study of Professionals for Safe Families (FSPSF), a four-year, longitudinal cohort study of child welfare workers hired in 2015–16 ( n = 912). We used a three-step Latent Profile Analysis (LPA) with logistic regression to identify profiles of workers based on demand and support levels at 6 months to predict agency retention 12 months later. Findings resulted in five profiles: floundering, surviving through supervisor, surviving through role, surviving through supports, and thriving. Profile distributions indicated both demands and supports were independently important for retention. Each profile had higher odds of staying at the agency compared to the floundering profile, those floundering in role and support (ORs = 2.08–7.68). Those in the thriving profile, thriving in role and support, had higher odds of staying when compared to each other profile (ORs = 2.12–7.68). Findings identify that demands and supports operate in an additive way to promote retention and suggest that agencies can address individual aspects of workers’ role and support challenges to improve retention without requiring a single approach to combat workload and environment simultaneously.

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A mixed-methods study of the impact of organizational culture on workforce retention in child welfare

Cited by 25 publications

References 21 publications

Agency Culture and Climate in Child Welfare: Do Perceptions Vary by Exposure to the Child Welfare System?

Agency Culture and Climate in Child Welfare: Do Perceptions Vary by Exposure to the Child Welfare System?

Organizational factors supporting community college presidential stability : a case study

The Importance of Job Demands and Supports: Promoting Retention Among Child Welfare Workers

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