Factors related to job stability of direct-care staff of residential facilities for mentally retarded people

Lakin, K. Charlie; Hill, Bradley K; Bruininks, Robert H.; Hauber, Florence A.; Krantz, Gordon C.

doi:10.1002/1520-6629(198307)11:3<228::aid-jcop2290110306>3.0.co;2-z

Cited by 21 publications

(15 citation statements)

References 4 publications

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“…1974; Mansell et al 1982;Felce et al 1991); staff qualifications and experience (Allen et al 1990); receipt of training and staff knowledge (Cullen 1988;Levy et al 1994;Hastings et al 1997;Jones et al 1999;Mansell et al 2003;Bradshaw et al 2004); turnover; (Lakin et al 1982;Baumeister & Zaharia 1987;Felce et al 1993;Hatton & Emerson 1998); attitudes (Department of Health and Social Security, 1979;Stenfert Kroese & Fleming 1992;Kordoutis et al 1995;Henry et al 1996).…”

mentioning

confidence: 99%

Effect of Service Structure and Organization on Staff Care Practices in Small Community Homes for People with Intellectual Disabilities

Mansell

Beadle‐Brown

Whelton

et al. 2008

Research Intellect Disabil

100

136

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Background An important question in community living is what factors influence the extent to which staff provide 'active support'. Methods Engagement, care practices and a range of staff and organizational characteristics were studied in 72 residential homes serving 359 adults with intellectual disabilities. Managers in 36 settings were trained in person-centred active support (PCAS). A group comparison design and multivariate analysis was used to investigate the relationship between variables. Results The PCAS group showed more active support, assistance, other contact from staff and engagement in meaningful activity but no difference in choice-making or assessment of participation in activities of daily living. The PCAS group had more staff with a professional qualification, were more likely to think that challenging behaviour was caused by lack of stimulation, had attitudes more in line with a policy of community care, rated most care tasks as less difficult, and were more organized to deliver active support. The comparison group were more likely to think that challenging behaviour was learned negative behaviour, showed more teamwork and were more satisfied. Multivariate analysis identified a range of staff and organizational variables associated with engagement and active support.Conclusions The results suggest that some variables which have not hitherto been studied in relation with active support are associated with it. Professional qualification, knowledge and experience appear to be important as do some staff attitudes, clear management guidance, more frequent supervision and team meetings, training and support for staff to help residents engage in meaningful activity.

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confidence: 99%

Effect of Service Structure and Organization on Staff Care Practices in Small Community Homes for People with Intellectual Disabilities

Mansell

Beadle‐Brown

Whelton

et al. 2008

Research Intellect Disabil

100

136

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“…Yet, studies of the effects of job stress on human service paraprofessionals such as ancillary nursing staff appear to be nonexistent (Numerof & Abrams, 1984). This is surprising since turnover is often higher among ancillary personnel than among nurses (Lakin, Bruininks, Hill, & Hauber, 1982), and anecdotal accounts reveal job stress to be an important source ofjob dissatisfaction for these staff as well (Calhoun, 1980;Hanavan, 1980). But whether the conditions nurses find stressful are similarly perceived by ancillary personnel, or whether other factors are more important, is unknown.…”

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confidence: 99%

Job stress and health: The role of social support at work

Browner

1987

Research in Nursing & Health

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Data are presented on the use of social resources to reduce the negative effects of perceived job stress on the health of 26 psychiatric technicians who cared for severely and profoundly retarded residents of a state institution. Data were collected by participant observation, semistructured interviews, and the self-administered Cornell Medical Index. Sources of job stress were found to stem not from problems associated with the care of the retarded but rather from staff members' inability to control other critical aspects of their work. Staff with supportive work-based social networks reported significantly better health (as measured by the Cornell Medical Index) than those without such networks.

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“…Employing a national sample of residential facilities, Bruininks (1981, cited in Lakin, Hill, Bruininks, Hauber, &Krantz, 1983) found annual turnover rates of 30% among direct care staff in public facilities and 55% for staff in nonpublic facilities George and Baumeister (1981) conducted a study of 21 community residential facilities in Tennessee and found an annual turnover rate of 73% for full-time house managers.…”

mentioning

confidence: 65%

A Study of Employee Stability and Turnover in Home-Based Early Intervention

Palsha¹,

Bailey

Vandiviere³

et al. 1990

Journal of Early Intervention

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Unusually high turnover rates in early intervention programs will contribute significantly to the documented shortage of qualified personnel needed for the successful implementation of PL 99-45 7, forcing policy makers to consider options for maximizing the retention of personnel presently in the field. This study was conducted to provide an initial indication of the extent of turnover among early childhood interventionists working in a statewide network of home-based early intervention programs. Results indicated that the mean length of service of staff was increasing (2.5 years in 1985; 3.5 years in 1988) whereas the mean length of service of related therapists and specialists employed e& consultants was decreasing (2.9 years, 1985; 2.2 years, 1988). The findings abo revealed that 49% of staff and 38% of consultants remained employed over a 2.7 year period, while 68 % of directors of programs remained during the same period. The results of the study are compared to turnover rates and length of service for various related settings described in the literature, and implications for further research are discussed. PATVANDIVIERE A key factor influencing the successful implementation of Public Law 99-457 is the availability of a sufficient number of qualified personnel to provide early intervention. Unfortunately, shortages of early childhood special educators and related therapists have beendocumented in nearly all 50 states and are predicted to continue for the next several years (McLaughlin, Smith-Davis, & Burke, 1986; Meisels, Harbin, Modigliani, & Olson, 1988). An issue that compounds the increased demand for qualified personnel is employee turnover. While personnel turnover may have possible positive consequences, such as displacement of poor performers, infusion of new ideas, skills and knowledge, and stimulation of changes in policy and practice (Mobley , 1982), the negative consequences are often more significant. Unusually high rates of attrition will intensify the shortage of personnel, accelerate the need for training and recruiting, and complicate policy decisions regarding service delivery in early intervention programs.Employee turnover has additional effects on organizations It is a vital concern for most 342 at UNIV NEBRASKA LIBRARIES on April 12, 2015 jei.sagepub.com Downloaded from

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Factors related to job stability of direct-care staff of residential facilities for mentally retarded people

Cited by 21 publications

References 4 publications

Effect of Service Structure and Organization on Staff Care Practices in Small Community Homes for People with Intellectual Disabilities

Effect of Service Structure and Organization on Staff Care Practices in Small Community Homes for People with Intellectual Disabilities

Job stress and health: The role of social support at work

A Study of Employee Stability and Turnover in Home-Based Early Intervention

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