2007
DOI: 10.1300/j394v04n03_04
|View full text |Cite
|
Sign up to set email alerts
|

Linking Self-Efficacy Beliefs to Employee Retention in Child Welfare

Abstract: This article describes the results of a two-state study of relationships between child welfare employees' intentions to remain employed in child welfare and their self-efficacy beliefs about their capabilities to accomplish core work tasks. Linkages between self-efficacy motivation and persistence and intent to remain employed in child welfare were also examined. The development of the study measures and the results of data analyses pertaining to their empirical structures and scale reliabilities for a large s… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
3
1
1

Citation Types

1
13
0

Year Published

2008
2008
2013
2013

Publication Types

Select...
4
2

Relationship

0
6

Authors

Journals

citations
Cited by 15 publications
(14 citation statements)
references
References 33 publications
1
13
0
Order By: Relevance
“…Attitudes linked to resilience were positivity balanced with realism; being empathic and able to use and maintain empathy; flexibility and ability to adapt to change; awareness and management of their locus of control and limitations to this; and having a systems or big picture view. Agency and self-efficacy were identified as significant, consistent with previous research which highlighted the role of self-efficacy in staff retention (Ellett, 2007). Resilient staff were viewed as displaying agency both in relation to clients and actively developing and maintaining their resilience, including through engaging in learning, reflection, self-care, and managing personal-professional boundaries.…”
Section: Building An Understanding Of Child Protection Worker Resiliencesupporting
confidence: 81%
See 4 more Smart Citations
“…Attitudes linked to resilience were positivity balanced with realism; being empathic and able to use and maintain empathy; flexibility and ability to adapt to change; awareness and management of their locus of control and limitations to this; and having a systems or big picture view. Agency and self-efficacy were identified as significant, consistent with previous research which highlighted the role of self-efficacy in staff retention (Ellett, 2007). Resilient staff were viewed as displaying agency both in relation to clients and actively developing and maintaining their resilience, including through engaging in learning, reflection, self-care, and managing personal-professional boundaries.…”
Section: Building An Understanding Of Child Protection Worker Resiliencesupporting
confidence: 81%
“…Internationally staff turnover has been the subject of multiple studies with rates being noted to be between 11% and 40% and indications of higher rates in some jurisdictions (Ellett, 2007;Healy & Oltedal, 2010). A National Institute of Labour Studies (NILS) (2010), survey of human services workers in Australia confirmed high turnover rates with child protection having a higher rate of turnover than both youth justice and disability services, with 27% of CPW having less than one year experience, and 72% less than five years of experience (NILS, 2010, p. 3).…”
Section: Issues In the Contemporary Child Protection Contextmentioning
confidence: 99%
See 3 more Smart Citations