A Systematic Review of Organizational and Workforce Interventions to Improve the Culture and Climate of Youth-Service Settings

Ouellette, Rachel R.; Goodman, None Allison C.; Martínez-Pedraza, Frances; Moses, Jacqueline O.; Cromer, Kelly D.; Zhao, Xin; Pierre, Jeffrey; Frazier, Stacy L.

doi:10.1007/s10488-020-01037-y

Cited by 11 publications

(7 citation statements)

References 58 publications

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“…This observation allows us to establish a relationship between the two. This confirms the studies of Luz (2003) and Ouellette (2020). For, for both authors, culture is the cause and climate the consequence of its results in the organizational environment.…”

Section: Final Considerationssupporting

confidence: 88%

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Crowdsourced employer branding: an analysis from the platform glassdoor

et al. 2023

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Purpose: The present study aims to evaluate the aspects of organizational climate and culture from the voluntary contributions published in the Crowdsourced Employer Branding Glassdoor. Design/methodology: Methodologically, this is an applied, descriptive longitudinal retrospective research, with a quantitative and qualitative approach to data, whose collection took place by means of a technical survey procedure with interpretative analysis of Glassdoor users' statements. The sample was composed of 5 companies from the technological sector located in the city of Florianópolis-SC. Findings: The study investigates the organizational culture from the observations obtained on Glassdoor, verify the difference in averages between Culture and General Note of the companies observed, the perception of climate from the manifestations in favor or against the practices of the organization and relate the culture and organizational climate of the sample studied. Originality/value: Theoretically, the study points out the possibilities of evaluating the organizational climate and culture through Crowdsourced Employer Branding platforms and that the "culture" factor is a determining factor for the positive or negative evaluation of a company. In relation to practical contributions, it can be seen that the study contributes to the decision of candidates about which companies to work for. In addition, it brings the importance of companies developing a good culture and maintaining a good organizational climate. Considering that this information is accessible to people on the internet.

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Section: Final Considerationssupporting

confidence: 88%

“…Thus, it is understood that culture is an intrinsic concept of behavior of groups and climate represents the perception of a group at a given time (Bitsani, 2013). And, both culture and organizational climate are associated with service quality and results in all organizational environments (Ouellette, 2020).…”

Section: Culture and Organizational Climatementioning

confidence: 99%

Crowdsourced employer branding: an analysis from the platform glassdoor

et al. 2023

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“…Esta investigación fue desarollada bajo una revisión sistemática en bases de datos que contenian literatura científica entre 2019 y 2022 (Adams et al, 2019;Ouellette et al, 2020;Hsiung et al, 2021;Valle et al, 2021;Chen et al, 2022;Mijakoski et al, 2022;Niinihuhta et al, 2022;Sutton et al, 2022), en el idioma inglés, portugués y español. Teniendo en cuenta que el tema es reciente en Brasil, la mayoría de las publicaciones fueron realizadas en otros países.…”

Section: Metodologíaunclassified

Una revisión sistemática respecto de la cultura organizacional y la génesis del sindrome de burnout

Oliveira

Neto

2023

RSD

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Este estudio tuvo como objetivo investigar si la cultura organizacional puede, de hecho, generar un impacto directo en la salud mental y física del empleado, facilitando el desarrollo del síndrome de burnout. Así, se intentó esclarecer, a través de estudios previamente publicados, la situación de los ambientes de trabajo de los profesionales de la salud y la educación; con el fin de observar si estos pueden afectar la salud de los actores al punto que desarrollen el síndrome de burnout. De esta forma, se realizó una revisión sistemática, con el objetivo de definir lo previamente especificado, y entender qué se puede hacer para mitigar esta situación. Se definieron algunos artículos para la construcción de la introducción, para una mejor comprensión del tema y, como material de discusión, se seleccionaron ocho estudios, que abordan tanto la propia visión de los profesionales sobre el tema, como también destacan las principales causas de este guión. En este contexto, fue posible inferir que se trata de un problema de extrema gravedad y urgencia, sujeto a una mayor atención organizacional/profesional.

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“…Efforts to build evaluation capacity within youth-serving organizations have often been challenged by limited resources (Ouellette et al, 2020;Rennekamp & Arnold, 2009), poorly trained staff (Baughman et al, 2012), lack of an evaluation champion (Silliman et al, 2016), absence of clear staff expectations related to evaluation (Altarum Institute, 2012), little confidence in the validity of the evaluation tools being used (Lovell et al, 2016), and a need for an evaluation culture within the organization (Bourgeois & Cousins, 2013). In recent years, youth-serving organizations at the national, regional, and local levels have demonstrated increased interest in evaluation through the development, implementation, and resourcing of program theory of change logic models, quality improvement monitoring systems, and more rigorous formative and summative evaluation approaches (Arnold et al, 2016;Arnold & Silliman, 2017;Maley et al, 2016).…”

Section: Buildingmentioning

confidence: 99%

Building Evaluation Capacity in Youth-Serving Organizations Through Evaluation Advisory Boards

Garst

Pann

Berry

et al. 2021

JYD

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Youth-serving organizations seek effective and cost-efficient solutions to build evidence and advance their impact. Some common challenges include choosing data systems or assessments, budgeting and planning for 3rd-party studies, and refining measurement and outcomes when programs expand or change. Evaluation advisory boards (EABs) are a low-cost solution to add evaluation capacity and can be mutually beneficial to both youth-serving organizations and evaluation experts. Previous research suggests that EABs may encourage meaningful use of data, support internal evaluators, and/or facilitate difficult conversations among stakeholders. However, there are very few examples of successful EABs in practice. This paper shares the perspectives of EAB members and organizational evaluation leaders from a large national after-school program, After-School All-Stars (ASAS), including (a) a description of the benefits of EABs, (b) how EABs may be especially helpful with the context of the COVID-19 pandemic, and (c) examples of youth-serving organizations’ EABs. The experiences and lessons learned by ASAS and its EAB are generalizable to other non-profit youth development programs. Recommendations for structuring EABs based on organizational goals are provided.

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A Systematic Review of Organizational and Workforce Interventions to Improve the Culture and Climate of Youth-Service Settings

Cited by 11 publications

References 58 publications

Crowdsourced employer branding: an analysis from the platform glassdoor

Crowdsourced employer branding: an analysis from the platform glassdoor

Una revisión sistemática respecto de la cultura organizacional y la génesis del sindrome de burnout

Building Evaluation Capacity in Youth-Serving Organizations Through Evaluation Advisory Boards

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