Job retention in child welfare: Effects of perceived organizational support, supervisor support, and intrinsic job value

Smith, Brenda D.

doi:10.1016/j.childyouth.2004.08.013

Cited by 188 publications

(159 citation statements)

References 34 publications

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“…The next variable positively related to retention is SS coincides with earlier finding (Dickinson & Perry, 2002;Smith, 2005;Firth et al, 2004).…”

Section: Discussionsupporting

confidence: 70%

Work force retention: Role of work environment, organization commitment, supervisor support and training & development in ceramic sanitary ware industries in India

Umamaheswari¹,

Krishnan²

2016

JIEM

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Abstract:Purpose: Although retention of employees has become hot topic in this career turbulent era, practically no empirical research is carried out in the fast growing ceramic sector till now and this research fills the gap in the literature. The literatures surveys reported that organization commitment is an important determinant of retention and work environment, supervisor support and training and development are the most relevant antecedents increasing commitment towards organization. This paper examines the impact of the above factors over organization commitment and explores the effects of organization commitment on retention, and verifies the mediating effect of organization commitment on the relationship between proposed factors and retention.Design/methodology/approach: A survey was completed by 416 employees working in five ceramic sanitary ware factories located at different places in India. Questionnaire consisting of items adopted from previous researches were used to collect data. The selection of respondents was based on the simple random sampling. Originality/value: This article makes significant contribution to most turnover prone Indian environment, highlighting the important factors to be given priority for employee's retention.

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“…The next variable positively related to retention is SS coincides with earlier finding (Dickinson & Perry, 2002;Smith, 2005;Firth et al, 2004).…”

Section: Discussionsupporting

confidence: 70%

Work force retention: Role of work environment, organization commitment, supervisor support and training & development in ceramic sanitary ware industries in India

Umamaheswari¹,

Krishnan²

2016

JIEM

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“…The worker outcome measure/dependent variable was intention to quit. Intention to quit is a widely used measure of turnover with research establishing it as a good predictor of actually quitting (Dickinson & Painter, 2009;Smith, 2005). Dickinson and Painter (2009) found that, for every one point increase in their measure of intent to leave, there was a 39% increase in actual exits.…”

Section: Methodsmentioning

confidence: 99%

“…Smith (2005) identifies that a perception that an employer promotes work/life balance is associated with job retention. In fact, in her study a one standard deviation increase in the measure of work-life balance increases the odds of retention by 59%.…”

mentioning

confidence: 99%

Work Attitudes and Intention to Quit Among Workers in Private Child Welfare Agencies Operating Under Performance-Based Contracts

Levy

Poertner

Lieberman

2012

Administration in Social Work

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Abstract:Not much is currently known about how employment in child welfare agencies operating under performance-based contracts affects worker attitudes related to retention. This study focuses on the relationship of job satisfaction, organizational commitment, and conflict between work and family to intention to quit among privatized child welfare staff. An online survey was completed by 152 workers employed by private child welfare agencies operating under performance-based contracts. Results indicate that job satisfaction and work-family conflict predicted intention to quit. Implications for agency practice and further research, particularly in the area of work-family conflict, are discussed. . Work attitudes and intention to quit among workers in private child welfare agencies operating under performance-based contracts. Administration in Social Work, 36(2) This research was supported through a cooperative agreement between the University of Kansas School of Social Welfare and the U.S. DHHS/ACF Children's Bureau, Grant Number 90CT0150. The contents of this publication are solely the responsibility of the authors and do not necessarily represent the official views of the Children's Bureau. . Work attitudes and intention to quit among workers in private child welfare agencies operating under performance-based contracts. A stable and supported child welfare workforce is essential to achieving desired outcomes for children and families. Thus, it is of great concern that the estimated annual turnover rates in child welfare range from 30 to 40 percent (U.S. General Accounting Office, 2003). Moreover, there is some evidence to suggest that turnover might be more pervasive within private child welfare agencies. Turnover has been reported to be up to twice as high among private agency workers, when compared with public child welfare workers (The Annie E. Casey Foundation, 2003). Studies have also found private child welfare agency staff less committed than public workers to their agencies and to the field of child welfare (Faller, Grabarek, & Ortega, 2010;Jayaratne & Faller, 2009).While states have turned to privatization in hopes of achieving better outcomes for children and families, only a handful of studies have examined factors related to turnover and retention in privatized child welfare systems (Auerbach, McGowan, Ausberger, StronlinGoltzman & Schudrich, in press;Faller et al., 2010;Jayaratne & Faller, 2009). Furthermore, researchers have yet to examine factors that influence workforce outcomes for child welfare workers within private agencies operating under performance-based contracts.Performance-based contracts (in contrast to traditional fee-for-service contracts) link agency funding to the achievement of outcomes. As a result, these agencies must focus on structuring their workforce to manage financial risks and provide cost-effective services (McBeath & Meezan, 2010). This puts workers under increased pressure to meet deadlines for achieving permanency, finalizing adoptions, or placing children with rel...

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“…As discussed by Landsman (2008) and Smith (2005), satisfaction with supervision enhances retention of frontline workers. In addition to workforce effects, supervision can also impact the quality of practice.…”

Section: Implications For Practice and Policymentioning

confidence: 99%

Organizational Identification: Perspectives of Dispersed Social Workers

Milton

Sinclair

Vakalahi

2017

ASW

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Job retention in child welfare: Effects of perceived organizational support, supervisor support, and intrinsic job value

Cited by 188 publications

References 34 publications

Work force retention: Role of work environment, organization commitment, supervisor support and training & development in ceramic sanitary ware industries in India

Work force retention: Role of work environment, organization commitment, supervisor support and training & development in ceramic sanitary ware industries in India

Work Attitudes and Intention to Quit Among Workers in Private Child Welfare Agencies Operating Under Performance-Based Contracts

Organizational Identification: Perspectives of Dispersed Social Workers

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