Research has shown that positive work environments complement and encourage worker activities that lead to success with families, greater job satisfaction, and increased workforce stability.
Assessing the Organizational Social Context (OSC) of Child Welfare Systems: Implications for Research and Practice
Glisson, Green, & Williams
Child Abuse and Neglect, 36(9), 2012
Presents findings from a study using a nationwide sample of caseworkers from child welfare systems participating in the second National Survey of Child and Adolescent Wellbeing (NSCAW II). Demonstrates how the OSC provides a useful measure of Organizational Social Context for child welfare service improvement and implementation research efforts, which include a focus on child welfare system culture and climate in the United States.
Child Welfare Agency Climate Influence on Worker Commitment
Claiborne, Auerbach, Lawrence, Liu, McGowan, Fernendes, et al.
Children and Youth Services Review, 33(11), 2011
Focuses on understanding the relationship of organizational climate to commitment for child welfare workers in private, nongovernmental organizations.
The Climate of Child Welfare Employee Retention
Cahalane & Sites
Child Welfare, 87(1), 2008
Describes differences in perceptions of the child welfare work environment among title IV-E educated individuals who remain within public child welfare and those who sought employment elsewhere after fulfilling a legal work commitment. Empirical evidence suggests that efforts to retain highly skilled and educated public child welfare workers should focus on creating positive organizational climates within agencies.
Design-Oriented 21st Century Child Welfare Leadership: Targeting Improvements in the Workforce, the Workplace, Practice, and Policy
University at Albany, The State University of New York
Presents and describes a new leadership model that is design-oriented, outcomes-focused, collaborative, distributed, and adaptive.
A Guidebook for Building Organizational Effectiveness Capacity: A Training System Example (PDF - 1,290 KB)
American Public Human Service Association (2012)
Provides guidelines for promoting constructive and instructive dialogue among different agency components to accomplish organizational effectiveness (OE) goals. Discusses different strategies to plan and implement improvements, provides examples and approaches to drive continuous systematic changes to build agency capacity, and more.
Improving Organizational Success in Tough Economic Times: National Benchmarking Project Helps Organizations Measure Employee Engagement
Children's Voice, 20(3), 2011
Discusses the critical role of employee engagement in the success of human service organizations and the efforts of a national benchmarking project that will allow agencies to compare work, information, accommodations, personnel, and rganization components to those of other organizations.
The Influence of Supervisor Support, Peer Support, and Organizational Culture Among Early Career Social Workers in Child Welfare Services
Chenot & Hansung
Child Welfare, 88(5), 2009
Describes a study that explored how the effects of support and organizational culture on retention (as the antidote for turnover) vary across different stages of CWS careers. Findings include the crucial role supervisor support plays in retaining workers not only in their agencies, but in the field of CWS.
Managing Diversity: How Organizational Efforts to Support Diversity Moderate the Effects of Perceived Racial Discrimination on Affective Commitment
Triana, Garcia, & Colella
Personnel Psychology, 63(4), 2010
Used the interactional model of cultural diversity in three studies to examine whether the negative effects of perceived racial discrimination on affective commitment can be mitigated by perceived organizational efforts to support diversity.
Organizational Climate and Service Outcomes in Child Welfare Systems
In Child Welfare and Child Well-Being: New Perspectives from the National Survey of Child and Adolescent Well-Being
Describes a study that explores organizational climate and service outcomes in child welfare agencies, drawing on data from the National Survey of Child and Adolescent Well-Being (NSCAW) that included interviews with caseworkers from 88 agencies and children who had substantiated or indicated cases of maltreatment. Includes findings.
Organizational Culture-Performance Link the Human Service Setting
Administration in Social Work, 35(5), 2011
Describes an exploratory cross-sectional study that collected data from a nonprofit sectarian human service agency in the Midwest in an effort to assess the applicability of the Organizational Culture Inventory (OCI) in a human services setting. Results of the quantitative analyses of the OCI created an organizational culture profile of the agency and found the existence of multiple cultures within the agency and strong culture-performance link.
Resilient Workplaces: An Initial Conceptualization
Families in Society: The Journal of Contemporary Social Services, 92(1), 2011
Extrapolates the literature on the resilience of the family system to the workplace system. Proposes a provisional model of workplace resilience, incorporating the dimensions of stressor, risk factors, protective factors, and outcomes. Implications for occupational social work practice and research are detailed.
So You Have a Stable Child Welfare Workforce-What's Next?
Strand, Spath, & Bosco-Ruggiero
Children and Youth Services Review, 32(3), 2010
Explored the contribution of personal and agency factors to job satisfaction, organizational commitment, and retention indicators (intention to leave, preference for leaving, and looked for a job) in a State child welfare agency with fewer than 8 percent turnover for 5 years. Includes findings and discusses implications for policy, practice, and research.