Fight or Flight? Factors Influencing Child Welfare Workers' Propensity to Seek Positive Change or Disengage from Their Jobs

Abstract

This cross-sectional study tests a theory-driven, conceptual model examining factors supporting or hindering child welfare workers' (n = 359) efforts to speak up (voice) or disengage psychologically (neglect) or physically (exit) from their jobs. Based on path analysis results, key findings indicate that workers who feel included in decision-making are more likely to exercise voice and less likely to engage in neglect. In contrast, workers who experienced supervisory and organizational support are less inclined to exit. The findings should be instructive to scholars and practitioners interested in capturing how employees' responses to stressful and complex work environments are expressed. KEYWORDS.Employee voice, job neglect, exit/intention to leave/turnover, inclusion in decisionmaking, supervisory and organizational support, job stress What may spark an individual's decision to provide critical yet important feedback to a supervisor despite the potential risk? What influences one's decision to refrain from putting full effort in their work or take steps toward quitting? These types of day-to-day situations underscore the importance of how one's inability to speak up or decision to not participate in work activities may impede organizational success. In child welfare organizations, these questions are particularly germane as workers often confront a host of work-related challenges resulting in

Does voice go flat? How tenure diminishes the impact of voice

“…This tendency, known as the voice effect, has been linked to outcomes such as trust for the organization, procedural and distributive justice perceptions, motivation, outcome satisfaction, satisfaction with leaders, reduced turnover, and better performance (Brockner et al, 1998;Folger & Cropanzano, 1998;Hunton, 1996;Spencer, 1986;Travis & Mor Barak, 2010). Despite the apparent consistency of the voice effect, however, research has focused on identifying its limitations or boundary conditions (e.g., Avery & Quiñones, 2004;Price, Lavelle, Henry, Cocchiara, & Buchanan, 2006;van Prooijen, van den Bos, & Wilke, 2007).…”

Cultivating a thriving childcare workforce: a theory-driven qualitative analysis

“…Within inclusive work organizations, employees are an integral part of critical organizational processes (decision-making, informal networks, and organizational communication structures) within organizational systems (Mor Barak, 2000). Workplace inclusion has been shown to impact worker outcomes (e.g., greater job satisfaction, well-being, organizational commitment, and voice or ability to speak up about workplace concerns, as well as less intention to quit) (Mor Barak, 2000;Mor Barak, Findler, & Wind, 2003;Mor Barak & Levin, 2001;Travis & Mor Barak, 2010). Participants, regardless of setting, reflected on the need to work in a climate of trust and respect.…”

An Exploration of the Role Duality Experienced by HR Professionals as Both Implementers and Recipients of HR Practices: Evidence from the Indian Railways

“…They are also unlikely to intervene in decision‐making processes involving trade unions because of their position in the organization, which implies a certain “mandatory” compliance with and transmission of organizational values (Geare et al, ; Tyson, ; Ulrich et al, ). However, this lack of voice in decision making and their role as “observers” may have led HR professionals to rate HR practices more negatively from the internal customer perspective (see Jones & Nisbett, , ; Travis & Mor Barak, ).…”