Elements of Satisfying Organizational Climates in Child Welfare Agencies

Abstract

The critical role played by child welfare workers in the protection of abused and neglected children is seriously undermined by rapid staff turnover and the impaired performance associated with burnout and job dissatisfaction. This review examines research on job satisfaction in child welfare systems and on factors that influence a worker's decision to leave a job or stay, as well as organizational climate factors which have been linked to job satisfaction, consumer satisfaction, and client outcomes. While ample information is available about what is needed to create satisfying work environments for child welfare workers, this knowledge has not been systematically applied. Incorporating existing knowledge into child welfare practice should be a priority, as should research that focuses on organizational variables that may impact service quality and outcomes as well as employee satisfaction. Questions remain about the long-term impact of increased job satisfaction and improved organizational climate on worker retention and client outcomes.

Resilience and Burnout in Child Protection Social Work: Individual and Organisational Themes from a Systematic Literature Review

“…Collectively, these studies indicate that workers first of all need to feel committed to the agency, have formed an attachment to their supervisors and have a positive perception about job conditions in order to promote their retention. (Bednar, 2003;Mor Barak, 2006;Cahalane, 2008;Chenot, 2008;Glisson, 2006;Healy et al, 2009;Kyonne, 2009;Landsman, 2007;Barth, 2006;Strolin-Goltzman et al. 2008).…”

“…Furthermore, organizational climate can also impact on service quality and service user outcomes and climate was found to be the primary predictor of positive outcomes for children (Glisson and Hemmelgarn (1998), cited in Bednar (2003 …”

Youth Worker Characteristics and Self-reported Competency as Predictors of Intent to Continue Working with Youth

“…Several themes have emerged in the literature as factors essential to promoting youth worker success: (1) adequate compensation and opportunities for advancement; (2) opportunities for professional development and training; (3) a supportive environment that fosters success (this includes adequate supervision and a climate of collaboration); (4) clear role descriptions and perceived competence to perform those roles; (5) a sense that staff members' work is valued; and (6) opportunities for professional networking (Annie E. Casey Foundation 2003;Bednar 2003;Light 2003;National Collaboration for Youth 2006;Rycraft 1994;Stone et al 2004;Vinokur-Kaplan 1991;Walker 2003). Although each of these features plays a substantial role in how individuals perceive their work environments, it is difficult to separate them completely in a practical sense.…”

“…Consequently, limited or inadequate training leads to staff lacking the competence and confidence to implement program elements, resulting in increased levels of burnout and shortened tenure among staff (Light 2003). A continual influx of inexperienced and inadequately trained workers often reduces the skill level, strength, and effectiveness of the program (Bednar 2003). In addition, frequent worker turnover presents a significant challenge to program success because of the time it takes to develop positive youth-adult interactions, and supportive and cohesive relationships among staff members (Yohalem 2003).…”

Witnessing resilience: resilience of child protection workers in Queensland

“…There were frequent expressions of altruistic motivations, passion and commitment to the work for the benefit of children and families in particular, and the wider community generally. Consistent with other studies, this commitment contributed to positive views of the work, perceived personal reward and satisfaction gained through the work, and supported positive approaches to overcoming difficulties (Bednar, 2003;Dickinson & Painter, 2009;Dollard et al, 2001;Khoo, Hyvonen, & Nygren, 2002;McLean & Andrew, 2000;Mor Barak et al, 2001;Pooler, Wolfer, & Freeman, 2014;Weaver et al, 2007;Wood 2008). Participant views of clients through a humane lens, recognising shared human vulnerabilities and frailties, also contributed to the sense of meaning of the work to participants (Featherstone, et al, 2014).…”