2003
DOI: 10.1300/j007v20n03_04
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Staff Retention and Turnover in a Residential Treatment Center

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Cited by 40 publications
(30 citation statements)
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“…Frequent service and staff changes for adolescents undermine relationships of trust (Connor, et al, 2003); legalistic and bureaucratic practice, in place of social justice, leaves adolescents feeling abandoned and worthless (Thorpe, 2007); and the failure to conduct coherent chronologies, can lead to an underestimation of harm, risks and support required (Reder & Duncan, 2013). Importantly, in the current study, trauma histories provided an opportunity for adolescents to tell a coherent narrative, a core aspect of trauma healing (Levine, 1997).…”
Section: Discussionmentioning
confidence: 99%
“…Frequent service and staff changes for adolescents undermine relationships of trust (Connor, et al, 2003); legalistic and bureaucratic practice, in place of social justice, leaves adolescents feeling abandoned and worthless (Thorpe, 2007); and the failure to conduct coherent chronologies, can lead to an underestimation of harm, risks and support required (Reder & Duncan, 2013). Importantly, in the current study, trauma histories provided an opportunity for adolescents to tell a coherent narrative, a core aspect of trauma healing (Levine, 1997).…”
Section: Discussionmentioning
confidence: 99%
“…Staff turnover has been a persistent challenge for residential care agencies (e.g., Colton & Roberts, 2007; Connor et al, 2003), and reasons for it are complex and manifold and beyond the scope of this paper. High turnover rates have been associated with lower performance, low productivity and negative organizational climate and culture and have been shown to negatively impact the outcomes of services (e.g., Aarons & Sawitzky, 2008; Landsman, 2007).…”
Section: Recommendationsmentioning
confidence: 99%
“…Finally, the stop-gap model may also have a positive impact on staff retention, a problem that continues to plague RTCs and affects overall service delivery (Connor et al, 2003). By employing fewer highly trained professionals and placing them in key positions of training and supervision, the responsibility for treatment delivery can be shared among a number of less costly, junior-level pre-professionals, who would benefit from the additional training and, perhaps, elect to stay a little longer in their positions as a direct result of the increased development opportunities.…”
Section: So What About Residential?mentioning
confidence: 99%