The effect of human resource management practices on the job retention of former welfare clients

Abstract

Why should an employer hire a former welfare client?What human resource management practices can help employers retain former welfare clients? This study addresses these questions against the backdrop of changes in welfare legislation in the United States that have lessened support to welfare clients and their families and emphasized movement into the workplace. We conducted a large‐scale empirical study of the effectiveness of a wide range of HRM practices and found that higher wages, better financial and health benefits, and development opportunities were positively associated with job retention. Unexpectedly, supervisory training had no relationship to retention, and appraising supervisors on providing a supportive and inclusive work environment showed a negative relationship. We provide suggestions to employers for improving the job retention of former welfare recipients along with directions for additional research. © 2006 Wiley Periodicals, Inc.

An Investigation of the Strategies used by Organizations Participating in the Welfare-to-Work Network Programs and Correlation of the Strategies with the Retention Data to Determine Best Practices for Job Retention among Former Welfare Recipients.

“…TANF was designed to reform the welfare system by providing time-limited cash assistance with mandatory work requirements for most recipients (Tinsley-Gooden & Bailey, 2001). Under the TANF cash assistance program, millions of recipients were moved off welfare and into employment (Deckop, Perlmutter, & Freely, 2006).…”

“…Employer practices such as workplace discrimination and stigmatism add to welfare recipients' plight (Alfred, 2007(Alfred, , 2003. Many employers are reluctant to hire and train welfare recipients due to these employees' "assumed" high levels of absenteeism, tardiness, and lack of work ethics (Deckop et al, 2006). Many are unaware of the myriad social and psychological challenges presented by former welfare recipients.…”

“…Given proper training and supervision, the job performance of former welfare recipients may equal or exceed their counterparts (Deckop et al, 2006). Encouragingly, "some employers are willing to expand their hiring practices and are interested in participating in programs and services that address workforce issues and needs" (Relave, 2001, p.2).…”

“…These practices would include the implementation of work strategies to promote job retention. Paradoxically, the effects of employer practices on either the short-or long-term job retention of former welfare recipients have received little research attention (Deckop et al, 2006). Preliminary research showed strong positive relationships between employer job retention strategies and job retention improvement at organizations (e.g., Frincke, 2006).…”

“…This variable was measured by the Employer Job Retention Strategy Survey (Deckop et al, 2006;Spector, 1998).…”