Reasons for Staying: A Longitudinal Study of Work Conditions Predicting Social Workers’ Willingness to Stay in Their Organisation

Abstract

Extensive staff turnover within the statutory social services is a serious problem in Sweden and in other European countries. This study examines which work conditions predict social workers’ willingness to stay in their organisation. A web-based questionnaire was used to gather data. The participating social workers responded to two questionnaires over a one-year period. To identify the social workers who wanted to stay and also remained in the organisation, the group ‘Stayers’ (n = 1,368) consisted of social workers who reported low intentions to quit at T1. The group ‘Leavers’ (n = 1,182) were social workers who had actually resigned at T2. The data were analysed using univariate and multivariate logistic regression analyses. The multivariate analysis shows that the work conditions that predicted staying in the organisation were low degrees of conflicting demands and quantitative demands, high degrees of openness and human resource orientation in the organisation and a high degree of perceived service quality. The results are discussed in relation to public management and managerial responsibility to create sustainable work conditions that facilitate the provision of good social services for citizens.

Does Organizational Support Influence The Nexus Between Role Conflict And The Intentions To Stay On The Job? A Study Among Public Sectors Employees

“…The result agrees with numerous previous studies which indicated that intra-role conflict has negative impacts on the intention to stay in the organization (Awan, et al, 2021;Worku, 2015). Astvik et al (2020) explained that when the demands of performing two tasks compete against each other, the employee will find it difficult to know which type of tasks to perform which leads to the intention to stay in the organization. According to the spillover theory (Berry et al, 1992), the intention to stay in an organization is a function of job satisfaction.…”

“…It indicates the willingness of employees to remain on the job in a foreseeable future. The employees are usually aware of their intentions after a cautious reflection (Astvik et al, 2020). The tendency to stay on the job demonstrates employees' interests and willingness to help the organization to achieve its goals and objectives (You-De et al, 2019).…”

“…Researchers have also demonstrated that inter-role conflict (Cregård & Corin, 2019) and intra-role conflict (Worku, 2015) has a significant negative association with the intention to stay. A study conducted by Astvik et al (2020) and Poku et al (2022) indicated that both inter-role and intra-role conflict negatively predict the intentions to stay in the organization. It is therefore predicted that: H1: Inter-role conflict will negatively predict the intention to stay in the organization H2: Intra-role conflict will account for significant negative variance in the intention to stay on the job…”

Job Stress and Burnout among Social Workers in the VUCA World of COVID-19 Pandemic

“…Job resources refer to those physical, psychological, social, or organisational aspects of the job that are functional in achieving work goals, reduce job demands and the associated physiological and psychological costs, or stimulate personal growth, learning, and development (e.g., social support, performance feedback, autonomy, opportunities for development, degree of participation in decision making) [26,60]. In the case of social workers, the most relevant job resources which can buffer against the negative effects of demands are: the rewarding nature of the role, peer support and management support [61], human resource orientation, and openness as dimensions of the psychological climate [62].…”

“…Awareness of uncertainty, ongoing critical thinking, and constant negotiations are critical skills for approaching uncertainties [20]. The managerial challenge and responsibility is to create sustainable work conditions that facilitate a stable workforce and the provision of good social services [62]. Transformational leadership [63] is required in social services to embrace the challenges of the new era if social work should not come to an end [80].…”