Abstract:A modified consensual qualitative research approach was taken to determine factors that influence job placement services in selected state Vocational Rehabilitation agencies. Thirty-five counselors, supervisors, and administrators participated in semistructured interviews on job placement and how they determine whether the counselor or another professional (e.g., in-house placement specialist, community rehabilitation provider) provides the direct service. Results indicated that several factors were noted by a… Show more
“…With the passage of the WIOA legislation, there is an expectation that counselors will be more involved in business development activities than in the past. Previous research has documented the lack of comfort some counselors have with job development and working with employers (Fleming et al, 2014; Schultz, 2008), and that was confirmed with counselors in the present study. Agencies should evaluate how much support they are providing to counselors for business development activities and ensure that their level of support is adequate for their expectations related to business engagement.…”
Section: Discussionsupporting
confidence: 87%
“…Despite the fact that a majority of agencies currently employ business relations specialists (i.e., staff whose primary role is to interact with businesses), most counselors are also responsible for business development activities (Haines et al, 2018; McDonnall, 2017). Even though working with businesses is an essential job function, some counselors are uncomfortable about interacting with employers (McDonnall, 2014; Fleming, Phillips, Kaseroff, & Huck, 2014; Schultz, 2008).…”
mentioning
confidence: 99%
“…Lack of time due to large caseload sizes and other responsibilities is one of the major barriers to engaging with business for counselors (Fleming et al, 2014; McDonnall, 2017). Lack of business development knowledge and skills and lack of experience in interacting with employers also prevent counselors from working with business (Fleming et al, 2014; McDonnall, 2017).…”
mentioning
confidence: 99%
“…Lack of time due to large caseload sizes and other responsibilities is one of the major barriers to engaging with business for counselors (Fleming et al, 2014; McDonnall, 2017). Lack of business development knowledge and skills and lack of experience in interacting with employers also prevent counselors from working with business (Fleming et al, 2014; McDonnall, 2017). Research has documented a lack of counselor preparation and a need for more training in developing employer relationships (Chan et al, 2003; Froehlich & Linkowski, 2002; Lewis & Patterson, 1998).…”
The passage of the Workforce Innovation and Opportunity Act has placed increased emphasis on business engagement for vocational rehabilitation agencies, yet many rehabilitation counselors are not prepared to work with businesses. The primary purpose of this study was to evaluate the initial effectiveness of a business development training for rehabilitation counselors who work with consumers who are blind or visually impaired. A secondary purpose was to report on the sample’s pretraining status on variables associated with business development. Participants were 80 counselors and counselor supervisors employed by four separate agencies who completed the 19-h in-person training. Data were collected from participants prior to and immediately following the training. Outcome variables were self-perceived knowledge, skills, and comfort level with business development activities and measured business development knowledge and self-efficacy. Prior to the training, participants recognized the importance of, and a personal need for training in, business development and perceived moderate levels of comfort, knowledge, and skills. Participants demonstrated statistically significant increases on all outcome measures, with effect sizes ranging from medium to large. These results provide support for the effectiveness of the training in improving business development outcomes in the short term. Additional research is needed to evaluate its long-term effectiveness.
“…With the passage of the WIOA legislation, there is an expectation that counselors will be more involved in business development activities than in the past. Previous research has documented the lack of comfort some counselors have with job development and working with employers (Fleming et al, 2014; Schultz, 2008), and that was confirmed with counselors in the present study. Agencies should evaluate how much support they are providing to counselors for business development activities and ensure that their level of support is adequate for their expectations related to business engagement.…”
Section: Discussionsupporting
confidence: 87%
“…Despite the fact that a majority of agencies currently employ business relations specialists (i.e., staff whose primary role is to interact with businesses), most counselors are also responsible for business development activities (Haines et al, 2018; McDonnall, 2017). Even though working with businesses is an essential job function, some counselors are uncomfortable about interacting with employers (McDonnall, 2014; Fleming, Phillips, Kaseroff, & Huck, 2014; Schultz, 2008).…”
mentioning
confidence: 99%
“…Lack of time due to large caseload sizes and other responsibilities is one of the major barriers to engaging with business for counselors (Fleming et al, 2014; McDonnall, 2017). Lack of business development knowledge and skills and lack of experience in interacting with employers also prevent counselors from working with business (Fleming et al, 2014; McDonnall, 2017).…”
mentioning
confidence: 99%
“…Lack of time due to large caseload sizes and other responsibilities is one of the major barriers to engaging with business for counselors (Fleming et al, 2014; McDonnall, 2017). Lack of business development knowledge and skills and lack of experience in interacting with employers also prevent counselors from working with business (Fleming et al, 2014; McDonnall, 2017). Research has documented a lack of counselor preparation and a need for more training in developing employer relationships (Chan et al, 2003; Froehlich & Linkowski, 2002; Lewis & Patterson, 1998).…”
The passage of the Workforce Innovation and Opportunity Act has placed increased emphasis on business engagement for vocational rehabilitation agencies, yet many rehabilitation counselors are not prepared to work with businesses. The primary purpose of this study was to evaluate the initial effectiveness of a business development training for rehabilitation counselors who work with consumers who are blind or visually impaired. A secondary purpose was to report on the sample’s pretraining status on variables associated with business development. Participants were 80 counselors and counselor supervisors employed by four separate agencies who completed the 19-h in-person training. Data were collected from participants prior to and immediately following the training. Outcome variables were self-perceived knowledge, skills, and comfort level with business development activities and measured business development knowledge and self-efficacy. Prior to the training, participants recognized the importance of, and a personal need for training in, business development and perceived moderate levels of comfort, knowledge, and skills. Participants demonstrated statistically significant increases on all outcome measures, with effect sizes ranging from medium to large. These results provide support for the effectiveness of the training in improving business development outcomes in the short term. Additional research is needed to evaluate its long-term effectiveness.
“…Qualitative researchers typically: (a) involve participants in the data collection process; (b) ensure that data are collected in a naturalistic setting with researchers and participants interacting in a face-to-face manner; (c) recognize researchers as the key data collection "instruments"; (d) include multiple sources of data in the analysis; (e) consider the research process to be emergent and therefore conduct data analysis inductively; (f) are concerned with the meaning participants hold regarding the issue under study; (g) interpret what they see, hear, and understand; and (h) try to develop a complex picture of the issue (Creswell, 2007;Denzin & Lincoln, 2005). Qualitative approaches traditionally used in research include narrative, phenomenological, grounded theory, ethnographic studies, and case studies; although CQR methodology is now also being utilized by rehabilitation researchers (Fleming, Phillips, Kaseroff, & Huck, 2014). There are often commonalities between qualitative methods and the approaches noted here are intended to provide a basic overview rather than underscore distinctiveness from quantitative methods.…”
Section: Qualitative Research Approachesmentioning
A multiple case study design, using modified consensual qualitative research (CQR) methodological elements for data analysis, was used to explore emerging and promising practices among four state vocational rehabilitation programs. One hundred fifty-eight counselors, mid-level managers, and leaders participated in semi-structured interviews to help identify both organizational and service delivery practices associated with successful employment outcomes in the public Vocational Rehabilitation (VR) program. Conducting comprehensive, multiple case studies is time and resource intensive and can therefore be difficult to replicate. However, the eclectic methodology utilized for this study resulted in rich results that will be helpful in informing rehabilitation research, practice, and policy.
This qualitative research contributes to the telework research literature by identifying and categorizing employee motives for teleworking. Motives for telework contextualize teleworking behavior, represent proximal telework outcomes, and serve as potential boundary conditions for telework-outcome relationships. Role identity theory (Burke & Tully
Social Forces, 55
(4), 881-897,
1977
) and the uncertainty-reduction hypothesis (Hogg & Terry
Academy of Management Review, 25,
121-140,
2000
) suggest that motives may be driven by role salience and the ability to meet work and nonwork demands. In this research, we sought to identify a comprehensive list of motives as well as reconcile the wide range of categories and labels given to telework motives in the literature. We asked two independent samples of workers comprised of two subsamples of teleworkers (
n
1
= 195;
n
2
= 97) and a subsample of nonteleworkers (
n
3
= 947) why they telework or would like to telework. A total of 2504 reasons were gathered across the three subsamples. Most respondents reported multiple reasons, especially when encouraged to list all of their reasons. After distinguishing preconditions from motives to telework, ten categories emerged from the qualitative data with “avoid commute” emerging as the most frequently reported motive. Other frequently reported motives included “tend to family demands” and “productivity.” Additional motives are discussed along with implications for telework research and policy development and implementation.
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