Stress, Social Support, and Workers' Intentions to Leave Their Jobs in Public Child Welfare

Nissly, Jan; Barák, Michal; Levin, Amy

doi:10.1300/j147v29n01_06

Cited by 226 publications

(147 citation statements)

References 40 publications

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“…For example, Pomaki et al (2010) reported that social support received from coworkers weakens the inverse effect of workload on intention to leave in a group of apprentice teachers, while Kim and Stoner (2008) found a stronger correlation between role stressors and intention to leave in the condition of work-related low social support. However, Nissly et al (2005) could not demonstrate a buffering effect on the relationship between organizational stress and intention to leave for either work-related or out-of-work social support, although they did observe a direct effect for social support received from work-a similar finding to that announced by Gray and Muramatsu (2013). While both of these studies show that receiving social support directly decreases intention to leave, Beehr, Bowling, and Bennett's (2010) study showed a negative impact of social support on intention to leave when the support is received from coworkers.…”

Section: Intention To Leave and Social Support In The Job Stress Processmentioning

confidence: 99%

“…To summarize, a few studies examining the influence of social support on the relationship between job stress and intention to leave have either focused on work overload (Pomaki et al, 2010) or role stressors (Kim & Stoner, 2008) as specific job stressors; but others have investigated global job stress (Gray & Muramatsu, 2013;Nissly et al, 2005). The most striking feature of these studies is that only one has investigated this relationship with respect to various sources of (work and out-of-work) social support (Nissly et al, 2005); others have examined the effects of only work-related social support (supervisor and coworker) (Gray & Muramatsu, 2013;Kim & Stoner, 2008) or only coworker support (Pomaki et al, 2010).…”

Section: Intention To Leave and Social Support In The Job Stress Processmentioning

confidence: 99%

“…The most striking feature of these studies is that only one has investigated this relationship with respect to various sources of (work and out-of-work) social support (Nissly et al, 2005); others have examined the effects of only work-related social support (supervisor and coworker) (Gray & Muramatsu, 2013;Kim & Stoner, 2008) or only coworker support (Pomaki et al, 2010). Additionally, some have demonstrated a buffering effect (Kim & Stoner, 2008;Pomaki et al, 2010), while others have not (Gray & Muramatsu, 2013;Nissly et al, 2005).…”

Section: Intention To Leave and Social Support In The Job Stress Processmentioning

confidence: 99%

“…One explanation for this, according to Demand-Resources Model, might be the probable salience of moderating variables that can alleviate the adverse effects of job stressors on intention to leave, such as social support. There have been very few studies investigating the role of social support on the stressor-intention to leave relationship, however, and even their results are inconsistent (e.g., Kim & Stoner, 2008;Nissly, Mor Barak, & Levin, 2005). When looking further at these studies, several issues can be mentioned.…”

Section: Introductionmentioning

confidence: 99%

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The Buffering Role of Social Support on the Relationship between Job Stress and Intention to Leave

Berk

Türetgen

Sun

2017

isarder

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This study aimed to test the buffering role of social support on the relationship between job stress and intention to leave through investigating different aspects of job stressors and support sources. Participants were 116 white-collar employees from various sectors in Turkey. The results indicate that supervisor support has reverse buffering effects on the relationship between "role and work overload" and "role insufficiency" with "intention to leave." Also, coworker support has a reverse buffering effect on the relationship between "role and work overload" and "intention to leave." This study is important since it demonstrates that the moderating role of social support may vary for distinct job stressors.

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Section: Intention To Leave and Social Support In The Job Stress Processmentioning

confidence: 99%

Section: Intention To Leave and Social Support In The Job Stress Processmentioning

confidence: 99%

Section: Intention To Leave and Social Support In The Job Stress Processmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Buffering Role of Social Support on the Relationship between Job Stress and Intention to Leave

Berk

Türetgen

Sun

2017

isarder

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“…Kossek and colleagues (in press) found that work-family specific support from a supervisor more strongly related to WFC than general supervisor support. Furthermore, Nissly et al (2005) found support from significant others to buffer the effect of WFC for public child welfare workers. These findings, along with those of this study, suggest that supervisors should take an active role in providing support to workers and facilitating their ability to obtain support from others.…”

mentioning

confidence: 95%

Work Attitudes and Intention to Quit Among Workers in Private Child Welfare Agencies Operating Under Performance-Based Contracts

Levy

Poertner

Lieberman

2012

Administration in Social Work

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Abstract:Not much is currently known about how employment in child welfare agencies operating under performance-based contracts affects worker attitudes related to retention. This study focuses on the relationship of job satisfaction, organizational commitment, and conflict between work and family to intention to quit among privatized child welfare staff. An online survey was completed by 152 workers employed by private child welfare agencies operating under performance-based contracts. Results indicate that job satisfaction and work-family conflict predicted intention to quit. Implications for agency practice and further research, particularly in the area of work-family conflict, are discussed. . Work attitudes and intention to quit among workers in private child welfare agencies operating under performance-based contracts. Administration in Social Work, 36(2) This research was supported through a cooperative agreement between the University of Kansas School of Social Welfare and the U.S. DHHS/ACF Children's Bureau, Grant Number 90CT0150. The contents of this publication are solely the responsibility of the authors and do not necessarily represent the official views of the Children's Bureau. . Work attitudes and intention to quit among workers in private child welfare agencies operating under performance-based contracts. A stable and supported child welfare workforce is essential to achieving desired outcomes for children and families. Thus, it is of great concern that the estimated annual turnover rates in child welfare range from 30 to 40 percent (U.S. General Accounting Office, 2003). Moreover, there is some evidence to suggest that turnover might be more pervasive within private child welfare agencies. Turnover has been reported to be up to twice as high among private agency workers, when compared with public child welfare workers (The Annie E. Casey Foundation, 2003). Studies have also found private child welfare agency staff less committed than public workers to their agencies and to the field of child welfare (Faller, Grabarek, & Ortega, 2010;Jayaratne & Faller, 2009).While states have turned to privatization in hopes of achieving better outcomes for children and families, only a handful of studies have examined factors related to turnover and retention in privatized child welfare systems (Auerbach, McGowan, Ausberger, StronlinGoltzman & Schudrich, in press;Faller et al., 2010;Jayaratne & Faller, 2009). Furthermore, researchers have yet to examine factors that influence workforce outcomes for child welfare workers within private agencies operating under performance-based contracts.Performance-based contracts (in contrast to traditional fee-for-service contracts) link agency funding to the achievement of outcomes. As a result, these agencies must focus on structuring their workforce to manage financial risks and provide cost-effective services (McBeath & Meezan, 2010). This puts workers under increased pressure to meet deadlines for achieving permanency, finalizing adoptions, or placing children with rel...

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Child welfare worker wellness: An ethical imperative in the service of children

Bowman

2022

Child Abuse Review

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Child welfare social workers are at high risk of burnout due to the demanding nature of their work (Bowman, 2020;Lizano & Mor Barak, 2012; Sprang et al., 2011;. This condition can have drastic consequences for the psychosocial and emotional wellbeing of social workers and the vulnerable children and families they serve in child welfare organisations across the world. However, burnout and the associated risk of turnover and reduced self-efficacy can be prevented through effective workplace support and intervention (Brode, 1990). This article provides an overview on the impact of burnout on child welfare workers' health, mental health and turnover as well as child and family outcomes, while underscoring the organisation's role in mitigating this issue. From an extensive literature review, the author proposes the following organisational child welfare wellness model: workplace wellness in child welfare organisations. Recommendations within this model focus on child welfare practices which provide support to workers including wellness (i.e. on-site crisis and mental health support) and growth-needs-focused interventions (i.e. supervision, specialisation and promotion). Key Practitioner MessagesThis model seeks to help practitioners and administrators in child welfare organizations to (A) better understand and identify indicators of burnout in child welfare social workers; (B) define and conceptualize workplace wellness and holistic interventions in child welfare workplace settings; and (C) clearly identify measurable wellness interventions in child welfare settings and apply this knowledge to burnout prevention efforts at the micro (worker), mezzo (unit), and macro (agency) levels.

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Stress, Social Support, and Workers' Intentions to Leave Their Jobs in Public Child Welfare

Cited by 226 publications

References 40 publications

The Buffering Role of Social Support on the Relationship between Job Stress and Intention to Leave

The Buffering Role of Social Support on the Relationship between Job Stress and Intention to Leave

Work Attitudes and Intention to Quit Among Workers in Private Child Welfare Agencies Operating Under Performance-Based Contracts

Child welfare worker wellness: An ethical imperative in the service of children

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