Why do they leave? Modeling child welfare workers' turnover intentions

Barak, Michàlle E. Mor; Levin, Amy; Nissly, Jan; Lane, Christianne J.

doi:10.1016/j.childyouth.2005.06.003

Cited by 252 publications

(160 citation statements)

References 82 publications

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“…This suggests the need for individuals to develop internal resilience by engaging in personal and professional Organizational and professional commitment has been discussed in the context of studies examining workers intention to stay or leave. The overwhelming finding from these studies is that supervisory and peer supports are significant factors which influence commitment, organizational culture and intention to stay or leave (Stalker, 2007;Strolin-Goltzman, 2008;Yankeelov, 2009;Schwartz, 2008;Bednar, 2005;Barak, 2006;Cahalane, 2008;Glisson, 2008;Kyonne, 2009;Landsman, 2007;Barth, 2006;Juby and Scannapieco, 2007). Organizational culture is experienced by workers as either positive or negative during their career.…”

Section: Discussionmentioning

confidence: 99%

Resilience and Burnout in Child Protection Social Work: Individual and Organisational Themes from a Systematic Literature Review

McFadden¹,

Campbell²,

2014

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Child protection social work is acknowledged as a very stressful occupation with high turnover and poor retention of staff being a major concern. This paper highlights themes that emerged from findings of 65 articles that were included as part of a systematic literature review. The review focused on the evaluation of research findings, which considered individual and organizational factors associated with resilience or burnout in child protection social work staff. The results identified a range of individual and organizational themes for staff in child protection social work.Nine themes were identified in total. These are categorised under 'Individual' and 'Organizational' themes. Themes categorised as individual included, personal history of maltreatment, training and preparation for child welfare, coping, secondary traumatic stress, compassion fatigue and compassion satisfaction. Those classified as organisational included workload, social support and supervision, organizational culture and climate, organizational and professional commitment and job satisfaction or dissatisfaction. The range of factors are discussed with recommendations and areas for future research are highlighted.

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Section: Discussionmentioning

confidence: 99%

Resilience and Burnout in Child Protection Social Work: Individual and Organisational Themes from a Systematic Literature Review

McFadden¹,

Campbell²,

2014

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“…The extant literature authenticates that intention to quit can be utilized as an efficient predictor of actual withdrawal and as a proxy for turnover [13,33]. It is an indicator of those employees who are not working at their full potential [34] and also illustrates the level of an employee's psychological commitment to the organization [29].…”

Section: International Letters Of Social and Humanistic Sciences Vol 78mentioning

confidence: 99%

Expressed Turnover Intention: Alternate Method for Knowing Turnover Intention and Eradicating Common Method Bias

Abid

Butt

2017

ILSHS

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Abstract. Employees are the building blocks and valuable assets in an organization. Organizational researchers and practitioners have shown a burgeoning attention to satisfy and retain key performer as the cost of leaving a job is very high for the employing organizations. Discovering turnover intention in its formation stages is very crucial, not only to resist its' piled up effect but also to control the actual turnover in the future. Most of the times, management is not aware of the employee's quit intention because employees don't show their intention explicitly until they actually leave the organization. However, majority of the times employees share their feeling with their colleagues or other close work mates. Based on positive relationship at work, we argued that the individuals who work together normally share their feelings with their close colleagues regarding their decision of leaving or staying (expressed turnover intention) with the current employer. Therefore, the objective of the current study is to investigate the relationship between turnover intention and expressed turnover intention. Furthermore, we offer a new perspective to data collection from other sources, which will assist us in shortening the questionnaire, also minimizing the common method bias and knowing the quit intention from other source. Finally, theoretical and practical implications along with direction for future studies are also discussed.

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“…Human Resource outsourcing connotes a unilateral violation of psychological contract which eventually leads to employees feeling betrayed and subsequently leaving their employers (Baruch & Hind, 1999). In this study, turnover intentions are considered as the most consistent predictor of actual turnover (Barak, Levin, Nissly & Lane, 2006).…”

Section: Implications Of Hr Outsourcing For Hr Practitioners Work Behmentioning

confidence: 99%

Implications of HR Outsourcing for HR Practitioners Work Behaviors: Evidence from the Mobile Telecommunication Industry in Ghana

Quartey¹

2013

IBR

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This study examined the implications of Human Resource outsourcing for Human Resource Practitioners work behaviors in the mobile telecommunication industry in Ghana. The assumptions of the resource-based theory served as a lens for providing an understanding into the implications of Human Resource outsourcing for Human Resource Practitioners work behaviors. This study was a descriptive study design which sought to investigate the implications of Human Resource outsourcing for Human Resource Practitioners' work behaviors. The mobile telecommunication industry in Ghana was purposively chosen for its socioeconomic relevance to the Ghanaian economy. Twelve Human Resource Practitioners' consisting of Human Resource Officers and Human Resource Managers from the six mobile telecommunication industry were selected to participate in this study. The results from the descriptive analysis indicated that Human Resource Management functions such as recruitment, employee training, employee health and safety management and human resource information system and activities (such as payroll administration and social security) were more likely to be outsourced. The results further showed that Human Resource outsourcing activities had insignificant effect on Human Resource Practitioners' work behaviors such as job satisfaction, organisational commitment and turnover intentions. Therefore Human Resource outsourcing practices do not have significant implications for Human Resource Practitioners work behaviors. Although Human Resource outsourcing has insignificant effects on Human Resource Practitioners work behaviors, it is highly recommended that managements in the mobile telecommunication industry must reduce their overdependence on financial rewards and rather implement job enrichment and enlargement strategies in making their employees committed, satisfied and stay.

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Why do they leave? Modeling child welfare workers' turnover intentions

Cited by 252 publications

References 82 publications

Resilience and Burnout in Child Protection Social Work: Individual and Organisational Themes from a Systematic Literature Review

Resilience and Burnout in Child Protection Social Work: Individual and Organisational Themes from a Systematic Literature Review

Expressed Turnover Intention: Alternate Method for Knowing Turnover Intention and Eradicating Common Method Bias

Implications of HR Outsourcing for HR Practitioners Work Behaviors: Evidence from the Mobile Telecommunication Industry in Ghana

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