Annotated Bibliography

Children and Youth Services Review 33 (2011) 157–160

Contents lists available at ScienceDirect

Children and Youth Services Review

journal homepage: www.elsevier.com/locate/childyouth

A recent look at the factors influencing workforce retention in public child welfare

Sharon E. Williams a,⁎, Quienton l. Nichols b, Alan Kirk b, Takeisha Wilson b

a Grambling State University, LA, USA b Kennesaw State University, GA, USA

⁎ Corresponding author. Tel.: +318 274 3305; fax:+ E-mail address: [email protected] (S.E. Williams

0190-7409/$ – see front matter © 2010 Elsevier Ltd. Al doi:10.1016/j.childyouth.2010.08.028

a b s t r a c t

a r t i c l e i n f o

Article history: Received 17 May 2010 Accepted 31 August 2010 Available online 17 September 2010

Keywords: Retention Public child welfare

Consistency of services to children and their families continues to be an ongoing problem in public child welfare agencies. Worker turnover is high, thus affecting the availability of a well trained, experienced workforce. It is critical that we continue to explore the factors associated with worker turnover and retention in public child welfare agencies. Such knowledge will allow us to determine the needs of workers, administrators, and the agency in general, in an effort to create an environment that will result in worker retention, and a better quality of services. Children and their families will be major benefactors of such knowledge as the consistency and quality of services will be enhanced. Existing research has found that outcomes for families and children are affected by the workload and training of frontline workers, and organizational characteristics (GAO, 2003, NASW, 2004, and Milner, 2003). This study describes personal and organizational factors relative to worker retention for public child welfare workers in the northwest corridor of Georgia.

318 274 3254. ).

l rights reserved.

© 2010 Elsevier Ltd. All rights reserved.

1. Existing research: factors that impact retention

Studies have shown a consistent downward spiral in terms of worker turnover. Reports show turnover rates as high as 57% for some private agencies and 45% for some public child welfare agencies nationally. Greater turnovers seem to be among CPS workers. Research in the area of retention has shown that two primary areas can be used to categorize factors associated with retention: personal factors and organizational factors (Landsman, 2001).

Personal factors that are positively associated with worker retention include professional commitment to families and children; previous work experience; education; job satisfaction; efficacy; and other characteristics such as age, being bi-lingual, etc. Personal qualities that are negatively associated with worker retention are burnout; emotional exhaustion; role overload, conflict and stress; salary; reasonable workload; coworker support; supervisory support; opportunities for advancement; and organizational commitment and valuing employees (Zlotnik, DePanfilis, Daining, & Lane, 2005; Weaver et al., 2006).

A recent study conducted by Strolin-Gotzman, Auerbach, McGowan, and McCarthy (2008), analyzed the similarities and differences of the factors that influence intention to leave among rural, urban, and suburban child welfare districts in 25 public child welfare systems in the Northeastern portion of New York state. It also examined four organizational factors, two individual factors

and one supervisory factor in the evaluation of effective macro level initiatives aimed to increase workforce retention; thereby improv- ing the lives of children and families in care. The four organizational factors were operationalized as (1) life work, (2) job supports, (3) salary/benefits, and (4) job satisfaction. The two individual and supervisory factors were social degree, tenure on the job, and supervisor support respectively.

Relevant findings from this study provided similar results from earlier studies with regard to predictors of turnover such as life- work fit, job satisfaction and tenure on job (Ellett, Ellett, & Rugutt, 2003; Dickinson & Perry, 2002; Jones, 2002; Juby & Scannapieco, 2007; Jacquet, Clark, Morazes & Withers, 2008; Milner, 2003; Landsman, 2007); conversely, this study found that having a social work degree was interrelated and influenced intention to leave and that intention to leave was significantly lower in suburban agencies than in urban or rural agencies. Findings also indicated that life-work fit significantly influenced intention to leave in rural and urban agencies; having a social work degree and tenure on the job were interrelated factors that influenced intention to leave; and that continued professional development opportunities could possibly serve as preventative measures to intention to leave the child welfare work force. Studies conducted over the past decade have shown a consistent pattern of worker turnover, and furthermore that personal and organizational factors affect inten- tion to leave the agency. It is critical that we continue to explore, describe, explain and predict personal and organizational factors that impact worker retention, as well as develop, implement and evaluate strategies for addressing worker turnover and retention in child welfare agencies.

Table 1 Demographic variables.

•Gender 60.56% of the respondents were females 39% of respondents were males

•Race/Ethnicity 36.62% of respondents were African American 16.90% were White 1.41% were of Hispanic/Latino The remaining respondents identified as other or did not answer

•Age Ages ranged between 20 and 60, with average age approximately 28 19.72% of the respondents were between the age of 31–40 17.61% of the respondents were 41–60 years of age Less than 1% (.70%) of respondents identified themselves as being over the age of 60 19.72% of the respondents did not identify their ages

•Salary Salaries range between $25,000 and $50,000 52% of respondents had salaries between $25,000 and $30,000. The remaining 48% varied considerably.

•Household income Respondents' household incomes ranged between 25,000 and $70,000 The larger interval, 40% of the respondents’ had incomes between $25,000 and $40,000; these are likely single individuals 29% of the respondent's household incomes were between $56,000 and $70,000; these are likely married individuals.

•Highest level of education 33% have Bachelor level degrees 18% of respondents’ highest degree was at the graduate level

•Undergraduate majors 29.53% majored in Social Work 11.41% majored in Psychology 5.37% majored in Sociology

•Graduate majors 19.18% majored in Social Work 80% majored in other disciplines such as Psychology

•Case manager unit 32% of respondents worked in the Child Protection Services Unit 38% of respondents were in the Foster Care Unit

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2. Problem studied

Though research has been conducted investigating worker retention and turnover, the problem of high turnover continues to exist. This study is a beginning effort to explore and describe worker retention in the state of Georgia, and create a continuum of research to work collaboratively with state agencies in defining best practices for employing strategies for recruitment and retention of public child welfare workers, and evaluating the effectiveness of such strategies.

This study initiates the process of systematically evaluating best practices by first exploring and describing factors associated with retention and turnover in an effort to develop a baseline for discussion, and comparison to national findings.

3. Need for study

Consistency of service to children and their families continues to be an ongoing problem in public child welfare agencies. Worker turnover is high, thus affecting the availability of a well trained, experienced workforce. Understanding the factors associated with retention and turnover will provide the knowledge needed to determine the needs of workers, administrators, and the agency in general, in an effort to create an environment that will result in worker retention, and a better quality of services to children and their families.

4. Purpose of the study

The purpose of this study was to explore and describe worker retention patterns of child welfare workers in Georgia's districts 1, 3, 13 and 17, relative to management style and professionalism of supervisors, multicultural knowledge, values and skills, and numer- ous other factors.

5. Institutional Review Board (IRB)

This study was reviewed and approved by the IRB at Kennesaw State University Human Subjects Committee. Subsequently, County Agency Administrators were contacted by telephone, email and in person to inform them of the study, and to solicit their support and participation. All study participants were recruited and selected in accord with the standards of the university IRB at Kennesaw State University.

6. Research design

This study utilized a survey research design. Worker retention and related factors were measured utilizing a self administered survey consisting of 160 items. Previous studies have found a relationship between professionalism of managers as well as numerous other factors and worker retention; however, none have factored in the concepts of multicultural awareness, knowledge and skills as potential correlates of worker retention.

This study seeks to answer primary and secondary research questions including:

Primary: What are the factors that describe worker retention in public child welfare agencies for selective rural and urban counties in Georgia? Secondary 1: What are workers’ perceptions of management style of managers and supervisors? Secondary 2: What are workers’ perception of manager and supervisor professionalism? Secondary 3: Is cultural competence a factor in worker retention?

7. Sample and sampling procedure

A convenience sample of 260 public child welfare workers was selected from public child welfare agencies in the state of Georgia from four districts north of Atlanta. District 1 consists of primary rural counties consisting of Murray, Gilmer, Fannin, Whitfield, Walker, Chattoga and Dade counties; District 13, an urban county consisted of Fulton County and; District 17 consists of urban, rural and suburban included Cherokee, Cobb and Douglas counties. All agencies involved except Fulton County were participants in the KSU's Title IV-E Program. Participants in the study were either case managers or supervisors of case managers (Table 1).

8. Instrumentation and data collection

Mixed methods were used to generate both qualitative and quantitative data. Data from the study provided information on:

1. the patterns of worker retention across urban and rural agencies; 2. survey data to assess workers’ perceptions of correlates associated

with retention; 3. demographic information on child welfare workers; and 4. data to assess multicultural knowledge, values and skills.

Data were collected using a modified version of the Workforce Retention Survey developed by the Social Work Education Consor- tium of State University System of New York (SUNY). A standardized scale, the Multi-Cultural Counseling Inventory was used to assess multicultural awareness, knowledge and skills of the participants.

Table 2 What are the factors that describe worker retention for public child welfare workers in the districts of the state of Georgia identified for this study?

Professional commitment: About 50% seem committed to the agency and clients Education: Most have bachelor degrees in social work and psychology Job satisfaction: 60% feel good about what the agency does; however, 55% are not satisfied with their job

Intent to leave: 50% have taken various steps to look for other jobs Efficacy is low Burn out: Only 3% reported feeling emotionally strong and not burned out Salary: Only 3% are satisfied with their salaries Work load: Only 12% feel that the work load is reasonable Support from coworkers: They feel that they receive sufficient support from co-workers

Few are satisfied with opportunities for advancement Technology is not sufficient

Table 4 What are workers’ perceptions of manager and supervisor professionalism?

Respondents report that supervisors do not show leadership No incentives are provided for good work There is little recognition from supervisors They do not feel respected by supervisors Some question whether the agency values their safety and well being

Table 5 Do workers feel effective in providing culturally competent services?

159S.E. Williams et al. / Children and Youth Services Review 33 (2011) 157–160

9. Data analysis

Data were analyzed and reported in the aggregate. A univariate analysis was used to describe demographics of study participants, workers perceptions of factors associated with retention, and multicultural awareness, knowledge and skills. Data were organized around the primary and secondary research questions.

10. Discussion and conclusions

The study results indicate that public child welfare workers in this study are consistent with existing research with regard to workforce retention along most factors; however, there are some differences (Table 2). Studies have shown a consistent downward spiral in terms of worker turnover. Georgia is consistent. In one area, a county experienced a 50% retention rate, loosing nearly half of its workforce within a one year period. Regarding personal factors that are positively associated with retention, study participants rated profes- sional commitment to the agency and the families they serve are high. Regarding education, most have bachelor degrees. Job satisfaction was rated high. Efficacy is high nationally; however, low in Georgia. Regarding personal qualities that are negatively associated burnout is high nationally and in Georgia; Emotional Exhaustion is high nationally and in Georgia; role overload/conflict/stress is high nationally, and in Georgia as well.

Organizational factors that are positively associated nationally include better salaries, reasonable workloads, coworker support, supervisory support, opportunities for advancement, and organiza- tional commitment and valuing employees (Zlotnik et al., 2005). The organizational factor positively associated with retention in Georgia was coworker support. Organizational factors that were rated low by study participants include salary, reasonable workload, supervisory support, opportunities for advancement, and organizational commit- ment to and valuing of employees.

11. Summary of findings with regard to retention factors

Among study participants, workers are committed to the agency; however, they do not feel that the agency is committed to them or their well being (Table 3). Workers enjoy the support of coworkers; however, they do not feel that they are supported by supervisors (Table 4). Workers are not satisfied with technology, nor their

Table 3 What are workers’ perceptions of management style of managers and supervisors?

They feel that supervisors are competent; however, not supportive Supervisors and managers do not acknowledge their work in a positive manner The management style of supervisors does not communicate that the agency values its workers.

salaries, and do not feel effective in their jobs. Many are experiencing emotional exhaustion and burnout, and are looking for new jobs. Management styles in the agency do not translate into a culture of leadership and caring. Workers report having cultural awareness; however, they do not know how to apply this awareness, nor are they aware of culturally specific resources (Table 5).

Given the findings above, and in comparison to national studies, agencies are likely to experience continuous patterns of worker turnover. Agencies need to develop strategies for addressing the current work environment, worker's dismay with the agencies, and organizational factors so as to create a work environment that lends itself to worker retention.

12. Recommendations

Based on the findings and conclusions, the following are recommended: additional training for management on how to supervise their workers, and create a culture of support; promoting a new leadership paradigm such as transformative leadership that leads to being able to empathize with the emotional needs of workers. Rural counties appeared to be less informed about cultural knowl- edge, indicating a need for training in this area.

13. Implications for practice

The implications for social work practice with regard to retention of the workforce of public child welfare workers are profuse. However, to promote the retention of public child welfare workers in Georgia, child welfare agencies may perhaps provide training that will assist supervisors in improving their supportive and leadership skills when dealing with their supervisees. Agencies could also determine what types of supervision facilitate workers’ needs, and what kind of training supervisors need to enhance their effectiveness. Make a distinction between what new supervisors and experienced supervisors might want and need in the way of support and training to help them do their jobs more effective.

14. Implications for policy

Policy adjustments are needed regarding case load sizes, the supervisor selection process and the training process for supervisors. The availability of resources, the case worker's workload, and supervisor's management skills must be considered when determin- ing policy changes with regard to workforce retention. Policy adjustments are needed regarding case load sizes, the supervisor selection process and the training process for supervisors. The availability of resources, the case worker's workload, and supervisor's

About 40% report having cultural knowledge and awareness overall With regard to ethnicity, about 50% feel that they are knowledgeable With regard to racism, about 60% feel that they are knowledgeable With regard to multicultural counseling, 40% feel competent Though they report being culturally competent, they do not feel prepared to apply this knowledge in client cases: and

They do not feel good about their ability to identify diverse and culturally specific resources

160 S.E. Williams et al. / Children and Youth Services Review 33 (2011) 157–160

management skills must be considered when determining policy changes with regard to workforce retention.

15. Implications for future research

Conduct intense interviews and focus groups to hear from workers, supervisors and managers regarding their perceptions of needs, and how such needs may be facilitated to improve the overall climate of the agency, and quality of relationships within the organization.

References

Dickinson, N. S., & Perry, R. E. (2002). Factors influencing the retention of specially educated public child welfare workers. Evaluation Research in Child Welfare, 15(3/4), 89−103.

Ellett, A. J., Ellett, C. D., & Rugutt, J. K. (2003). A study of personal and organizational factors contributing to employee retention and turnover in child welfare in Georgia. Executive Summary and final project report. Athens, Georgia: University of Georgia School of Social Work.

Jacquet, S., Clark, S., Morazes, J., & Withers, R. (2008). The role of supervision in the retention of public child welfare workers. Journal of Public Child Welfare, 1(3), 27−54.

Jones, L. (2002). A follow-up of a Title IV-E program's graduates’ retention rates in a public child welfare agency. Evaluation Re Research in Child Welfare, 15(3/4), 39−51.

Juby, C., & Scannapieco, M. (2007). Characteristics of work load management in public child welfare. Administration in Social Work, 31(3), 95−109.

Landsman, M. J. (2001). Commitment in public child welfare. Social Service Review, 75, 386−419.

Landsman, M. J. (2007). Supporting child welfare workers supervisors to improve worker retention. Child Welfare, 86(2), 105−125.

Milner, J. (2003). Changing the culture of the workforce. Closing plenary session of the Annual Meeting of the States and Tribes. Retrieved October 15, 2008 from http:// www.acf.hhs.gov/programs/cb/cwrp/changing_culture.htm

Strolin-Gotzman, J., Auerbach, C., McGowan, B., & McCarthy, M. (2008). The relationship between organizational characteristics and workforce turnover among rural, urban, and suburban public child welfare systems. Administration in Social Work, 32(1), 77−91.

Weaver, D., Chang, J., & Gil de Silva, M. (2006). The retention of public child welfare workers. Berkeley: University of California at Berkeley: California Social Work Education Center.

Zlotnik, J. L., DePanfilis, D., Daining, C., & Lane, M. (2005). Factors influencing retention of child welfare staff: A systematic review of research. Washington, DC: Institute for the Advancement of Social Work Research.

Dr. Sharon E. Williams is Associate Dean and Professor of Social Work at Grambling State University. Dr. Quienton L. Nichols is an Assistant Professor of Social Work and Director of Field Education at Kennesaw State University. Dr. Alan R. Kirk is a Professor and MSW Program Director at Kennesaw State University. Takeisha Wilson is the Coordinator of the Child Welfare Title IV-E Program at Kennesaw State University. This study was conducted in collaboration with the State University System of New York, Albany.