Changes in Perceived Burnout among Camp Staff Across the Summer Camp Season

Wahl-Alexander, Zachary; Richards, Kathryn; Washburn, Nicholas

doi:10.18666/jpra-2017-v35-i2-7417

Cited by 9 publications

(11 citation statements)

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“…Again, evidence supporting the power of Camp Embeddedness appeared in both the quantitative and qualitative data. The fun camp environment and the lasting relationships created at camp have been noted as important outcomes of staff employment in other studies of camp staff, and this study appeared to demonstrate the effects of these outcomes on retention (see DeGraff & Glover, 2003;Duerden et al, 2014;Henderson et al, 2007;Wahl-Alexander et al, 2017;Wilson & Sibthorp, 2018).…”

Section: Camp Embeddedness and Value Alignment As Drivers Of Retentionsupporting

confidence: 60%

“…Much of the research on camp staff has focused on outcomes of staff employment (Duerden et al, 2014;Henderson et al, 2007;Powell, Bixler, & Switzer, 2003). While some research can be found related to retention and turnover with seasonal summer camp staff, many studies focused on a single camp (e.g., DeGraff & Glover, 2003;Duerden et al, 2014;Wahl-Alexander, Richards, & Washburn, 2017 where to focus their attention in order to keep their best employees while also gaining insight on aspects of turnover that are less within their control. Therefore, the purpose of this study was to identify the primary drivers of retention and turnover from a nationally representative sample of returning summer camp staff.…”

Section: Research Need and Study Purposementioning

confidence: 99%

“…When discussing poor job fit as a likely driver of turnover, many respondents hypothesized that staff may choose not to return to camp work due to feelings of burnout. Feelings of burnout are common in highly-intensive seasonal work like summer camp (Fairlie, 2011;Wahl-Alexander et al, 2017). Most camp leadership would suspect that their staff return because they feel like they are making a difference and that they love the camp community, being outdoors, and living in the "camp bubble" (Johnson, Goldman, Garey, Britner, & Weaver, 2011).…”

Section: Remaining Factors Driving Retentionmentioning

confidence: 99%

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Motivations and Barriers for Seasonal Camp Employment

Richmond

Sibthorp

Bialeschki³

2020

JYD

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Each year, many summer camps deal with the challenges related to retaining quality seasonal staff. Retaining seasonal staff from year to year requires knowing what motivates staff to return and understanding the factors that drive voluntary turnover. While research on employee retention and turnover is abundant in management literature, few studies have focused on seasonal summer camp staff. This study used a mixed-methods design and involved a national sample of 997 returning camp staff from a variety of camp types. Respondents completed an online survey that included a 40-item questionnaire measuring staff motivations to return to camp and a series of open-ended questions on drivers of retention and turnover. Exploratory factor analysis and confirmatory factor analysis revealed 7 latent constructs that drive motivation. Within the whole sample, Job Impact had the highest subscale mean score followed by Camp Embeddedness, Value Alignment, Staff Development, Management, Job Fit, and Compensation. Analysis of open-ended responses confirmed that Job Impact and Camp Embeddedness were the primary motivations for seasonal camp staff to return and that Compensation, Poor Job Fit, and Other Opportunities were likely drivers of turnover. This study helps paint a picture of the key factors that bring back seasonal staff and the factors, both controllable and uncontrollable, that lead camp staff to pursue other opportunities. Findings may be especially useful to professionals in the camping industry interested in seeking out potential camp staff and retaining staff year over year.

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Section: Camp Embeddedness and Value Alignment As Drivers Of Retentionsupporting

confidence: 60%

Section: Research Need and Study Purposementioning

confidence: 99%

Section: Remaining Factors Driving Retentionmentioning

confidence: 99%

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Motivations and Barriers for Seasonal Camp Employment

Richmond

Sibthorp

Bialeschki³

2020

JYD

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“…This decrease may be due in part to counselors having less organizational support or resources for creativity throughout the summer. Overall decreases in organizational valuing of creativity could also relate to staff burnout and exhaustion throughout the summer, with counselors (and administration) maintaining the status quo or underperforming instead of producing new and fresh ideas (Bailey, Kang, & Kuiper, 2012;Wahl-Alexander, Richards, & Washburn, 2017).…”

Section: Discussionmentioning

confidence: 99%

Camp Organizational Support for Creativity Among New And Returning Camp Counselors

Lynch

Hartman

Trauntvein

et al. 2020

JYD

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Creativity supports interest, imagination, empowerment, intrinsic motivation, and overall engagement. Satisfied employees, who are supported in their creativity, have increased performance, motivation, and commitment. Residential summer camp is a demanding 24-hour job in which camp counselors use creativity on a regular basis via lesson planning, teaching activities, resolving conflict, and living within close proximity to coworkers. The purpose of the current study was to explore organizational support for creativity among first-year and returning staff at the beginning and end of one season of employment. Camp counselors (n = 113) participated in the current study utilizing quantitative and qualitative methods. Quantitative analysis compared pretest data on creativity to posttest items using paired samples t-tests. First-year and returning counselors indicated significant decreases in perceptions of the camp organization valuing creativity. Counselors’ self-identification as a creative employee significantly decreased among returning employees. Qualitative data analysis produced 46 independent responses and 3 content areas describing barriers to creativity, including personal (intimidation, inexperience), structural (time/money), and camp traditions (status quo) barriers. Summer camps should prioritize support for creativity as a vital component needed for a positive work culture. Ultimately, a camp mission, culture, and training, which support creativity may empower counselors (of various experience levels) to create new ideas, camp traditions, and activities.

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“…Access to these devices is generally nonexistent or limited at camp, which can add stress and contribute to fatigue when camp participants do not have access to a typical leisure device. This focus on the role of novel experiences regarding privacy and technology access are generally a departure from existing outdoor education and camp literature, which tends to focus on burnout (Paisley & Powell, 2007; Wahl-Alexander, Richards, & Washburn, 2017), skills and knowledge, anxiety (Shepard & Caruso, 1986; Thomas, 2002), and time commitment (Thomas, 2002). More research is needed to understand the relationship between access to technologies such as personal mobile devices and camp-related fatigue.…”

Section: Discussionmentioning

confidence: 99%

Workplace Fatigue Within Summer Camp: Perspectives From Camp Health Care Providers and Directors

Dubin

Garst

Gaslin³

et al. 2019

Journal of Experiential Education

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Background: Summer camps engage millions of youth in enrichment opportunities during the summertime while employing a substantial young adult workforce to provide high-quality programs and services to camp participants. Workplace fatigue has been implicated in camp-related injury and illness events, yet few studies have targeted fatigue among camp employees. Purpose: This study aimed to better understand how fatigue impacted employee performance as well as strategies for reducing the negative impacts of fatigue within camp settings. Methodology/Approach: Focus groups were conducted with camp health care providers and directors, and their responses were analyzed using directed content analysis. The analysis process was guided by sensitizing concepts from the literature. Findings/Conclusions: Emergent themes suggested that camp-related fatigue is conceptualized as a construct of time, types, and causes; is a distinct experience leading to setting-specific outcomes; is managed using administrative and peer supports; and is sometimes perceived in positive ways. Implications: This exploratory study highlighted the unique challenges associated with working in a camp setting and the potential development of fatigue as a starting point informing future research. It suggests that future research should include a broader study population, including frontline staff, as well as possible quantitative measures.

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Changes in Perceived Burnout among Camp Staff Across the Summer Camp Season

Cited by 9 publications

References 0 publications

Motivations and Barriers for Seasonal Camp Employment

Motivations and Barriers for Seasonal Camp Employment

Camp Organizational Support for Creativity Among New And Returning Camp Counselors

Workplace Fatigue Within Summer Camp: Perspectives From Camp Health Care Providers and Directors

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