Pub Date : 2023-10-16DOI: 10.1080/23303131.2023.2271055
Susan Neely-Barnes, Melissa Hirschi, Laura Taylor, Elena Delavega, Cherry Malone, S. Anna Shelley, Kayla West, Mary Harris
ABSTRACT“The Great Resignation” refers to the large numbers of people who were quitting or changing jobs in the aftermath of COVID-19 . This qualitative study was conducted with twenty-seven social service and behavioral health agencies in early 2022. The study sought to understand how behavioral health and social service agencies fared during the Great Resignation. Agency managers interviewed in this study discussed six themes including: 1) Loss of Staff & Burnout; 2) Pressure & Increasing Need; 3) Retention & Workplace Culture; 4) Salary; 5) Benefits; and 6) Recruitment Challenges. Practice and policy implications include the need for higher reimbursement rates and the importance of employee benefits and workplace culture to retention.Practice Points2022 was a time of high quit rates among employees in mental health and social services which were likely due to pandemic burnout.Employers noted that the pressure in many social and behavioral services sector positions increased during the pandemic, and this created a great deal of stress and burnout for the workforce.Reimbursement rates for services are too low and this makes it difficult for agencies to pay the salaries needed to retain high quality staff. Advocacy around reimbursement rates is needed.Benefits, including health insurance, licensure supervision, and virtual work, are important considerations for employes in behavioral health and social service sector positions.KEYWORDS: Behavioral healthCOVID-19Direct careGreat resignationSocial servicesDisclaimerAs a service to authors and researchers we are providing this version of an accepted manuscript (AM). Copyediting, typesetting, and review of the resulting proofs will be undertaken on this manuscript before final publication of the Version of Record (VoR). During production and pre-press, errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal relate to these versions also.
{"title":"The Great Resignation and Its Impact in Behavioral Health and Social Services","authors":"Susan Neely-Barnes, Melissa Hirschi, Laura Taylor, Elena Delavega, Cherry Malone, S. Anna Shelley, Kayla West, Mary Harris","doi":"10.1080/23303131.2023.2271055","DOIUrl":"https://doi.org/10.1080/23303131.2023.2271055","url":null,"abstract":"ABSTRACT“The Great Resignation” refers to the large numbers of people who were quitting or changing jobs in the aftermath of COVID-19 . This qualitative study was conducted with twenty-seven social service and behavioral health agencies in early 2022. The study sought to understand how behavioral health and social service agencies fared during the Great Resignation. Agency managers interviewed in this study discussed six themes including: 1) Loss of Staff & Burnout; 2) Pressure & Increasing Need; 3) Retention & Workplace Culture; 4) Salary; 5) Benefits; and 6) Recruitment Challenges. Practice and policy implications include the need for higher reimbursement rates and the importance of employee benefits and workplace culture to retention.Practice Points2022 was a time of high quit rates among employees in mental health and social services which were likely due to pandemic burnout.Employers noted that the pressure in many social and behavioral services sector positions increased during the pandemic, and this created a great deal of stress and burnout for the workforce.Reimbursement rates for services are too low and this makes it difficult for agencies to pay the salaries needed to retain high quality staff. Advocacy around reimbursement rates is needed.Benefits, including health insurance, licensure supervision, and virtual work, are important considerations for employes in behavioral health and social service sector positions.KEYWORDS: Behavioral healthCOVID-19Direct careGreat resignationSocial servicesDisclaimerAs a service to authors and researchers we are providing this version of an accepted manuscript (AM). Copyediting, typesetting, and review of the resulting proofs will be undertaken on this manuscript before final publication of the Version of Record (VoR). During production and pre-press, errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal relate to these versions also.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"223 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136113041","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-16DOI: 10.1080/23303131.2023.2271026
Santoshi Sengupta, Ruchika Joshi
ABSTRACTThis qualitative study centers around humanitarian and spiritual non-government organizations (H&S NGOs) of India, many of which are essentially driven by full-time volunteers. Semi-structured interviews of twenty-two full-time volunteers in a large and renowned H&S NGO helped us explore their volunteering journey, which moved through three phases of casual volunteering, fixed time volunteering, and finally full-time volunteering. Thematic analysis of the interviews led to different types of motivation in different phases. We used self-determination theory to understand their needs and found out that their decision of full-time volunteering was driven by relatedness needs, autonomy needs, and competence needs. These needs are thoroughly discussed using the lens of Indian ethos in volunteering traditions. Theoretical and practical implications are also discussed.Practice PointsHumanitarian and spiritual non-government organizations of India are essentially driven by full-time volunteers.The age-old tradition of “seva” (service) and “daana” (charity) are imbibed in the spiritual, religious, and cultural discourse of the country which influences volunteering motivation.Full-time volunteers generally move through three phases volunteering – casual volunteering, fixed time volunteering, and finally full-time volunteering.Casual volunteering phase show all three kinds of motivation – amotivation, extrinsic motivation, and intrinsic motivation.Full-time volunteers are driven by intrinsic motivation and respond to relatedness needs, autonomy needs, and competence needs.KEYWORDS: Full-time volunteeringIndiaMotivationneedsNgosDisclaimerAs a service to authors and researchers we are providing this version of an accepted manuscript (AM). Copyediting, typesetting, and review of the resulting proofs will be undertaken on this manuscript before final publication of the Version of Record (VoR). During production and pre-press, errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal relate to these versions also. Declaration of interest statementWe wish to confirm that there are no known conflicts of interest associated with this publication and there has been no financial support for this work that could have influenced its outcome.Figure 1: Phases of volunteering motivation based on self-determination theoryDisplay full sizeAdditional informationNotes on contributorsSantoshi SenguptaSantoshi Sengupta is serving as a Professor in School of Management, Graphic Era Hill University, Bhimtal campus. Over a span of nineteen years of her career, she has authored numerous research articles in journals of global repute and as book chapters. Her current research interests encompass studying experiences and life narratives of full-time volunteers of India.Ruchika JoshiRuchika Joshi is serving as an Assistant Professor in Institute of Business Management, Mathura. She has her doctorate in consumer behavior. She h
摘要本定性研究以印度人道主义和精神非政府组织(H&S ngo)为中心，其中许多组织本质上是由全职志愿者推动的。我们对22位来自知名大型公益组织H&S的全职志愿者进行了半结构化的采访，探索了他们从临时志愿者、固定时间志愿者到全职志愿者三个阶段的志愿之旅。访谈的主题分析得出不同阶段的动机类型不同。我们运用自我决定理论了解他们的需求，发现他们的全职志愿服务决策是由关系需求、自主需求和能力需求驱动的。从印度志愿服务传统的角度，对这些需求进行了深入的讨论。本文还讨论了理论和实践意义。实践要点:印度的人道主义和精神非政府组织基本上是由全职志愿者推动的。“seva”(服务)和“daana”(慈善)的古老传统被吸收到影响志愿服务动机的国家的精神、宗教和文化话语中。全职志愿者通常经历三个阶段的志愿服务——临时志愿服务、固定时间志愿服务，最后是全职志愿服务。随机志愿阶段表现为三种动机:外在动机、内在动机。全职志愿者受内在动机驱动，对关系需求、自主性需求和能力需求做出反应。关键词:全职志愿者indiamotivationneedsngos免责声明作为对作者和研究人员的服务，我们正在提供此版本的接受手稿(AM)。在最终出版版本记录(VoR)之前，将对该手稿进行编辑、排版和审查。在制作和印前，可能会发现可能影响内容的错误，所有适用于期刊的法律免责声明也与这些版本有关。利益声明声明我们希望确认，没有已知的与本论文相关的利益冲突，也没有任何可能影响其结果的资金支持。图1:基于自我决定理论的志愿者动机的各个阶段显示完整尺寸附加信息贡献者说明santoshi Sengupta tasantoshi Sengupta是Graphic Era Hill大学Bhimtal校区管理学院的教授。在她19年的职业生涯中，她在全球知名期刊和书籍章节上撰写了许多研究文章。她目前的研究兴趣包括研究印度全职志愿者的经历和生活叙述。Ruchika Joshi是马图拉商业管理学院的助理教授。她有消费者行为学博士学位。她在各种国际会议上展示了她的工作，并在知名期刊上发表了她的研究论文。
{"title":"<i>‘It’s Simply intrinsic’</i> : Exploring Motivations of Full-Time Volunteers in Humanitarian and Spiritual NGO of India.","authors":"Santoshi Sengupta, Ruchika Joshi","doi":"10.1080/23303131.2023.2271026","DOIUrl":"https://doi.org/10.1080/23303131.2023.2271026","url":null,"abstract":"ABSTRACTThis qualitative study centers around humanitarian and spiritual non-government organizations (H&S NGOs) of India, many of which are essentially driven by full-time volunteers. Semi-structured interviews of twenty-two full-time volunteers in a large and renowned H&S NGO helped us explore their volunteering journey, which moved through three phases of casual volunteering, fixed time volunteering, and finally full-time volunteering. Thematic analysis of the interviews led to different types of motivation in different phases. We used self-determination theory to understand their needs and found out that their decision of full-time volunteering was driven by relatedness needs, autonomy needs, and competence needs. These needs are thoroughly discussed using the lens of Indian ethos in volunteering traditions. Theoretical and practical implications are also discussed.Practice PointsHumanitarian and spiritual non-government organizations of India are essentially driven by full-time volunteers.The age-old tradition of “seva” (service) and “daana” (charity) are imbibed in the spiritual, religious, and cultural discourse of the country which influences volunteering motivation.Full-time volunteers generally move through three phases volunteering – casual volunteering, fixed time volunteering, and finally full-time volunteering.Casual volunteering phase show all three kinds of motivation – amotivation, extrinsic motivation, and intrinsic motivation.Full-time volunteers are driven by intrinsic motivation and respond to relatedness needs, autonomy needs, and competence needs.KEYWORDS: Full-time volunteeringIndiaMotivationneedsNgosDisclaimerAs a service to authors and researchers we are providing this version of an accepted manuscript (AM). Copyediting, typesetting, and review of the resulting proofs will be undertaken on this manuscript before final publication of the Version of Record (VoR). During production and pre-press, errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal relate to these versions also. Declaration of interest statementWe wish to confirm that there are no known conflicts of interest associated with this publication and there has been no financial support for this work that could have influenced its outcome.Figure 1: Phases of volunteering motivation based on self-determination theoryDisplay full sizeAdditional informationNotes on contributorsSantoshi SenguptaSantoshi Sengupta is serving as a Professor in School of Management, Graphic Era Hill University, Bhimtal campus. Over a span of nineteen years of her career, she has authored numerous research articles in journals of global repute and as book chapters. Her current research interests encompass studying experiences and life narratives of full-time volunteers of India.Ruchika JoshiRuchika Joshi is serving as an Assistant Professor in Institute of Business Management, Mathura. She has her doctorate in consumer behavior. She h","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"129 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136114611","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
ABSTRACTThe Rohingya, a stateless Muslim minority, have faced institutionalized discrimination and ethnic cleansing in Myanmar. Between 2013-2019, a cohort of 152 Rohingya youth were resettled to the US through the Unaccompanied Refugee Minor (URM) foster care program. The data in this study come from ten focus groups with 23 service providers. The data provide recommendations and best practices in nonprofit management and preparation for the next time the US resettles youth who are part of a cultural/ethnic group that is new to the URM Program. The challenges that foster care programs faced in welcoming Rohingya youth included: difficulty securing interpretation services, obstacles in providing adequate training to staff and foster parents prior to resettlement, and challenges in delivery of mental health services. The results show that service providers suggest future resettlement of new populations: use a geographic cohort model, supplement cultural orientation, and increase alternative mental health programming.Practice PointsEnhance collaboration between national URM agencies and local service providers, US Department of State Bureau of Populations, Refugees, and Migration (PRM), and other US Refugee Admissions Program (USRAP) partner organizations to facilitate resettlement of URM youth in cohorts.Increase knowledge sharing and cultural orientation for service providers and foster parents so that they feel more prepared to welcome new refugee populations.With niche populations, organizations may need to be creative in finding ways to support the language and interpretation needs of their clients such as recruiting through word of mouth, using telephonic resources, or using community members without degrees or certifications.Improve pre-departure and post-arrival cultural orientation for refugee youth to set accurate expectations. This could be achieved through collaboration with Resettlement Support Centers, URM programs, and researchers.KEYWORDS: Adaptation of practicesAdvocacyProgram managementRefugeeRohingyaUnaccompanied refugee minorDisclaimerAs a service to authors and researchers we are providing this version of an accepted manuscript (AM). Copyediting, typesetting, and review of the resulting proofs will be undertaken on this manuscript before final publication of the Version of Record (VoR). During production and pre-press, errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal relate to these versions also. Notes1 PRM is responsible for identifying unaccompanied minors overseas who may qualify for resettlement. If a child is approved for refugee status by the US Citizenship and Immigration Service (USCIS), PRM collaborates with USCCB and LIRS to identify an appropriate placement for the child in the URM Program and then executes the resettlement process.2 Biodata refers to biographical data. It includes personal information about the refugee such as date of birth, country of ori
{"title":"Changing the Way Nonprofits Prepare: Lessons Learned from Early Resettlement of Rohingya Unaccompanied Refugee Minors","authors":"Kerri Evans, Shivangi Deshwal, Kylie Diebold, Teri Husfloen, Hannah Ferguson, Kathleen Goss","doi":"10.1080/23303131.2023.2260434","DOIUrl":"https://doi.org/10.1080/23303131.2023.2260434","url":null,"abstract":"ABSTRACTThe Rohingya, a stateless Muslim minority, have faced institutionalized discrimination and ethnic cleansing in Myanmar. Between 2013-2019, a cohort of 152 Rohingya youth were resettled to the US through the Unaccompanied Refugee Minor (URM) foster care program. The data in this study come from ten focus groups with 23 service providers. The data provide recommendations and best practices in nonprofit management and preparation for the next time the US resettles youth who are part of a cultural/ethnic group that is new to the URM Program. The challenges that foster care programs faced in welcoming Rohingya youth included: difficulty securing interpretation services, obstacles in providing adequate training to staff and foster parents prior to resettlement, and challenges in delivery of mental health services. The results show that service providers suggest future resettlement of new populations: use a geographic cohort model, supplement cultural orientation, and increase alternative mental health programming.Practice PointsEnhance collaboration between national URM agencies and local service providers, US Department of State Bureau of Populations, Refugees, and Migration (PRM), and other US Refugee Admissions Program (USRAP) partner organizations to facilitate resettlement of URM youth in cohorts.Increase knowledge sharing and cultural orientation for service providers and foster parents so that they feel more prepared to welcome new refugee populations.With niche populations, organizations may need to be creative in finding ways to support the language and interpretation needs of their clients such as recruiting through word of mouth, using telephonic resources, or using community members without degrees or certifications.Improve pre-departure and post-arrival cultural orientation for refugee youth to set accurate expectations. This could be achieved through collaboration with Resettlement Support Centers, URM programs, and researchers.KEYWORDS: Adaptation of practicesAdvocacyProgram managementRefugeeRohingyaUnaccompanied refugee minorDisclaimerAs a service to authors and researchers we are providing this version of an accepted manuscript (AM). Copyediting, typesetting, and review of the resulting proofs will be undertaken on this manuscript before final publication of the Version of Record (VoR). During production and pre-press, errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal relate to these versions also. Notes1 PRM is responsible for identifying unaccompanied minors overseas who may qualify for resettlement. If a child is approved for refugee status by the US Citizenship and Immigration Service (USCIS), PRM collaborates with USCCB and LIRS to identify an appropriate placement for the child in the URM Program and then executes the resettlement process.2 Biodata refers to biographical data. It includes personal information about the refugee such as date of birth, country of ori","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"299 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135347290","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-06DOI: 10.1080/23303131.2023.2260432
Elizabeth Siantz, Amy E. Lansing, Kim Center, Todd P. Gilmer
ABSTRACTTrauma-informed communities establish cross-sector coalitions that advocate for the use of trauma-informed practices. Whether and how communication occurs within newly established trauma-informed communities is unclear. We collected qualitative data and social network data from six trauma-informed community partnerships that received funding to build community capacity to address trauma across a range of special populations in Los Angeles county. We identified three communication network sub-types and highlight contributions of network leadership in setting the tone for cross-partnership communication. While partnership leaders shared the goal of strengthening cross-organizational communication, social network results illustrated a need to develop strategies that target these goals.Practice PointsCommunication is needed to spread novel information about trauma-informed care and community capacity building throughout trauma-informed community-based partnerships.To sustain partnership work it is essential that members of partnering organizations communicate new information about resources and trauma-informed knowledge between themselves, rather than only communicating directly through the partnership’s leader.A “communication plan” could delineate opportunities for persons from partnering organizations to participate in communication and decision making, and help ensure that individuals with less seniority (i.e., peer supporters) remain involved in network communication.KEYWORDS: Mixed methodsOrganizational leadershipsocial network analysistrauma-informed communityDisclaimerAs a service to authors and researchers we are providing this version of an accepted manuscript (AM). Copyediting, typesetting, and review of the resulting proofs will be undertaken on this manuscript before final publication of the Version of Record (VoR). During production and pre-press, errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal relate to these versions also. Data availability statementAll social network data sets and qualitative transcripts consist of or include significant amounts of identifiable information. Thus, the study team believes that publicly sharing this manuscript’s data would jeopardize participant confidentiality and supporting data sets are not available.Additional informationFundingThis project was approved by the University of California San Diego Institutional Review Board (IRB#201892X). This project was funded by the Los Angeles County Department of Mental Health. The funding sources had no role in the study design, collection, and analysis of data, nor in writing of articles or decision to submit for publication.
{"title":"The Development of Trauma-Informed Community Partnerships: A Mixed Method Social Network Study","authors":"Elizabeth Siantz, Amy E. Lansing, Kim Center, Todd P. Gilmer","doi":"10.1080/23303131.2023.2260432","DOIUrl":"https://doi.org/10.1080/23303131.2023.2260432","url":null,"abstract":"ABSTRACTTrauma-informed communities establish cross-sector coalitions that advocate for the use of trauma-informed practices. Whether and how communication occurs within newly established trauma-informed communities is unclear. We collected qualitative data and social network data from six trauma-informed community partnerships that received funding to build community capacity to address trauma across a range of special populations in Los Angeles county. We identified three communication network sub-types and highlight contributions of network leadership in setting the tone for cross-partnership communication. While partnership leaders shared the goal of strengthening cross-organizational communication, social network results illustrated a need to develop strategies that target these goals.Practice PointsCommunication is needed to spread novel information about trauma-informed care and community capacity building throughout trauma-informed community-based partnerships.To sustain partnership work it is essential that members of partnering organizations communicate new information about resources and trauma-informed knowledge between themselves, rather than only communicating directly through the partnership’s leader.A “communication plan” could delineate opportunities for persons from partnering organizations to participate in communication and decision making, and help ensure that individuals with less seniority (i.e., peer supporters) remain involved in network communication.KEYWORDS: Mixed methodsOrganizational leadershipsocial network analysistrauma-informed communityDisclaimerAs a service to authors and researchers we are providing this version of an accepted manuscript (AM). Copyediting, typesetting, and review of the resulting proofs will be undertaken on this manuscript before final publication of the Version of Record (VoR). During production and pre-press, errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal relate to these versions also. Data availability statementAll social network data sets and qualitative transcripts consist of or include significant amounts of identifiable information. Thus, the study team believes that publicly sharing this manuscript’s data would jeopardize participant confidentiality and supporting data sets are not available.Additional informationFundingThis project was approved by the University of California San Diego Institutional Review Board (IRB#201892X). This project was funded by the Los Angeles County Department of Mental Health. The funding sources had no role in the study design, collection, and analysis of data, nor in writing of articles or decision to submit for publication.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"69 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135352297","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-02DOI: 10.1080/23303131.2023.2263054
Ryan Savino, James M. Mandiberg
ABSTRACTThis paper investigates a taken-for-granted institutional form, shelters for unhoused New Yorkers, through the neo-institutional lens of institutional inertia and critical case study methodology. It focuses on the external shock of COVID-19, NYC’s use of unoccupied hotels for social distancing, and the return to shelters when COVID waned. For guidance, we examine other instances of interrupted institutional inertia following shocks. Using Lewin’s force field analysis, we explore why changes to some institutional forms amidst COVID persisted while novel approaches to shelter dissipated. We conclude that directly involving unhoused people in the design and implementation of homeless services may improve outcomes.Practice Points Human service professionals share a body of knowledge and assumptions – a kind of echo chamber that amplifies and confirms beliefs. It is important to look beyond traditional and familiar models of service delivery to find alternative ideas and approaches that may be effective.Returning to Kurt Lewin’s concept of force fields provides opportunities to think effectively and holistically about how to modify or change services, policies, and organizations.People served by human services – those with lived experiences – possess unique expertise that can inform organizational decisions and planning in new and helpful ways. As practitioners, we need to find ways to be more inclusive of the perspectives and ideas of those our programs serve through participatory methods of planning, decision making, and evaluation.KEYWORDS: Congregate sheltersCOVIDhomelessnessinstitutional inertia Disclosure statementNo potential conflict of interest was reported by the author(s).Notes1 We will use Shelter for the institutional form, and congregate or homeless shelter when referring to the current congregate shelter instantiation.Additional informationFundingThis paper comes from work of HOTELS NYC, a working group of homelessness and serious mental illness researchers. It is one of several publications from the collective deliberations and research of this group.
{"title":"The Persistence of the Homeless Shelter as an Institutional Form: NYC’s Response to Homelessness and COVID Through an Organizational Lens","authors":"Ryan Savino, James M. Mandiberg","doi":"10.1080/23303131.2023.2263054","DOIUrl":"https://doi.org/10.1080/23303131.2023.2263054","url":null,"abstract":"ABSTRACTThis paper investigates a taken-for-granted institutional form, shelters for unhoused New Yorkers, through the neo-institutional lens of institutional inertia and critical case study methodology. It focuses on the external shock of COVID-19, NYC’s use of unoccupied hotels for social distancing, and the return to shelters when COVID waned. For guidance, we examine other instances of interrupted institutional inertia following shocks. Using Lewin’s force field analysis, we explore why changes to some institutional forms amidst COVID persisted while novel approaches to shelter dissipated. We conclude that directly involving unhoused people in the design and implementation of homeless services may improve outcomes.Practice Points Human service professionals share a body of knowledge and assumptions – a kind of echo chamber that amplifies and confirms beliefs. It is important to look beyond traditional and familiar models of service delivery to find alternative ideas and approaches that may be effective.Returning to Kurt Lewin’s concept of force fields provides opportunities to think effectively and holistically about how to modify or change services, policies, and organizations.People served by human services – those with lived experiences – possess unique expertise that can inform organizational decisions and planning in new and helpful ways. As practitioners, we need to find ways to be more inclusive of the perspectives and ideas of those our programs serve through participatory methods of planning, decision making, and evaluation.KEYWORDS: Congregate sheltersCOVIDhomelessnessinstitutional inertia Disclosure statementNo potential conflict of interest was reported by the author(s).Notes1 We will use Shelter for the institutional form, and congregate or homeless shelter when referring to the current congregate shelter instantiation.Additional informationFundingThis paper comes from work of HOTELS NYC, a working group of homelessness and serious mental illness researchers. It is one of several publications from the collective deliberations and research of this group.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135895268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-01DOI: 10.1080/23303131.2023.2260849
Megan Hackel, Irène Samson
ABSTRACTWhen a coaching process terminates before the end, the organization is mostly at fault (Thompson et al. 2008). Despite this alarming information, the role of the organization in their employees’ coaching process is generally disregarded and minimized. To address this issue, this article presented a scoping study to deepen the understanding of organizational factors influencing coaching effects. In response to calls from researchers who have highlighted the need to include organizational variables in future studies, we identified and analyzed 63 empirical (n = 35), theoretical (n = 6) and practical (n = 22) records. Following analysis, three categories of organizational antecedents of coaching effects were obtained: organizational culture, support, and common goal. Our findings provide an original contribution for organizations and practitioners, as organizations and coaches will be able to better identify the best conditions to promote before, during, and following a coaching process. In turn, this will allow them to facilitate and maintain the positive effects of coaching. Findings, implications, limits, and avenues for future research are discussed.Practice pointsThe role of organizations is particularly important in promoting positive coaching effects.Successful conditions must be ensured before, during and following a coaching process to promote and maintain its positive effects.Support from key stakeholders (e.g. supervisors, peers, senior management) and a supportive organizational culture should be implemented to improve the effectiveness of the coaching processes.KEYWORDS: Coachingcoaching efficacyliterature revieworganizational antecedentsscoping study Declaration of conflicting interestsThe authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.Disclosure statementNo potential conflict of interest was reported by the author(s).Additional informationFundingThe authors received no financial support for the research, authorship, and/or publication of this article.
【摘要】当一个辅导过程在结束前终止时，组织的责任主要是错的(Thompson et al. 2008)。尽管有这些令人担忧的信息，但组织在员工培训过程中的作用通常被忽视和最小化。为了解决这一问题，本文提出了一项范围研究，以加深对影响教练效果的组织因素的理解。为了响应那些强调需要在未来的研究中纳入组织变量的研究人员的呼吁，我们确定并分析了63个经验(n = 35)、理论(n = 6)和实践(n = 22)记录。通过分析，得到了教练组效应的组织前因:组织文化、支持和共同目标。我们的研究结果为组织和从业者提供了一个原创的贡献，因为组织和教练将能够更好地确定在教练过程之前，期间和之后的最佳条件。反过来，这将使他们能够促进和保持教练的积极影响。讨论了研究结果、意义、限制和未来研究的途径。实践要点:在促进积极的教练效果方面，组织的作用尤为重要。在培训过程之前、期间和之后，必须确保成功的条件，以促进和保持其积极效果。应实施关键利益相关者(如主管、同事、高级管理层)的支持和支持性的组织文化，以提高辅导过程的有效性。利益冲突声明作者声明在本文的研究、作者身份和/或发表方面没有潜在的利益冲突。披露声明作者未报告潜在的利益冲突。作者没有获得研究、写作和/或发表这篇文章的经济支持。
{"title":"The Role of the Organization in a Coaching Process: A Scoping Study of the Professional and Scientific Literature","authors":"Megan Hackel, Irène Samson","doi":"10.1080/23303131.2023.2260849","DOIUrl":"https://doi.org/10.1080/23303131.2023.2260849","url":null,"abstract":"ABSTRACTWhen a coaching process terminates before the end, the organization is mostly at fault (Thompson et al. 2008). Despite this alarming information, the role of the organization in their employees’ coaching process is generally disregarded and minimized. To address this issue, this article presented a scoping study to deepen the understanding of organizational factors influencing coaching effects. In response to calls from researchers who have highlighted the need to include organizational variables in future studies, we identified and analyzed 63 empirical (n = 35), theoretical (n = 6) and practical (n = 22) records. Following analysis, three categories of organizational antecedents of coaching effects were obtained: organizational culture, support, and common goal. Our findings provide an original contribution for organizations and practitioners, as organizations and coaches will be able to better identify the best conditions to promote before, during, and following a coaching process. In turn, this will allow them to facilitate and maintain the positive effects of coaching. Findings, implications, limits, and avenues for future research are discussed.Practice pointsThe role of organizations is particularly important in promoting positive coaching effects.Successful conditions must be ensured before, during and following a coaching process to promote and maintain its positive effects.Support from key stakeholders (e.g. supervisors, peers, senior management) and a supportive organizational culture should be implemented to improve the effectiveness of the coaching processes.KEYWORDS: Coachingcoaching efficacyliterature revieworganizational antecedentsscoping study Declaration of conflicting interestsThe authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.Disclosure statementNo potential conflict of interest was reported by the author(s).Additional informationFundingThe authors received no financial support for the research, authorship, and/or publication of this article.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135406638","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-01DOI: 10.1080/23303131.2023.2260436
Saija Koskiniemi, Tiina Syyrilä, Mia Mäntymaa, Jouko Ranta, Minna Säilä, Katri Vehviläinen-Julkunen, Aini Pehkonen, Marja Härkänen
The ethical obligation of social services professionals is to ensure that clients are not repeatedly harmed by the same risks. This study examines reports classified as actions harmful to clients due to work culture and the measures taken by managers in Finnish social services. The data used were the reports submitted by social services professionals based on reporting obligations to the SPro client-safety-reporting system and managers’ measures documented in the reports. The reports (n = 1,433) were submitted from October 11, 2016, to December 31, 2020; those related to harmful work culture (n = 95) were selected and analyzed using inductive content analysis and quantification. The results showed that, based on professionals’ perceptions, harmful work culture was linked to cooperation, information flow, resources, service or care implementation, and individuals’ actions. Managers often decided to discuss reported events within the unit. More research is needed on harmful work culture from clients’ perspectives and the effectiveness of measures to eliminate observed risks.
{"title":"How Work Culture Contributes to Client Harm in Social Care: An Analysis of Reports from the Client Safety Reporting System in Finland","authors":"Saija Koskiniemi, Tiina Syyrilä, Mia Mäntymaa, Jouko Ranta, Minna Säilä, Katri Vehviläinen-Julkunen, Aini Pehkonen, Marja Härkänen","doi":"10.1080/23303131.2023.2260436","DOIUrl":"https://doi.org/10.1080/23303131.2023.2260436","url":null,"abstract":"The ethical obligation of social services professionals is to ensure that clients are not repeatedly harmed by the same risks. This study examines reports classified as actions harmful to clients due to work culture and the measures taken by managers in Finnish social services. The data used were the reports submitted by social services professionals based on reporting obligations to the SPro client-safety-reporting system and managers’ measures documented in the reports. The reports (n = 1,433) were submitted from October 11, 2016, to December 31, 2020; those related to harmful work culture (n = 95) were selected and analyzed using inductive content analysis and quantification. The results showed that, based on professionals’ perceptions, harmful work culture was linked to cooperation, information flow, resources, service or care implementation, and individuals’ actions. Managers often decided to discuss reported events within the unit. More research is needed on harmful work culture from clients’ perspectives and the effectiveness of measures to eliminate observed risks.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135407574","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-30DOI: 10.1080/23303131.2023.2261510
Karen Hopkins, Bowen McBeath
ABSTRACTThis Special Issue presents selected essays, research papers, and case studies from researchers, educators, and practitioners who presented at the Network for Social Work Management (NSWM) Forward-Thinking Summit. The collection of articles in this issue reflect the theme of the Summit on commitment to wellbeing and inclusion in human service organizations.KEYWORDS: Forward-thinking practiceshuman service organizationsnetwork for social work management summitworkplace of the future, wellbeing, inclusion, and leadership Disclosure statementNo potential conflict of interest was reported by the author(s).
{"title":"Special Issue: Network for Social Work Management Forward Thinking Summit Introduction","authors":"Karen Hopkins, Bowen McBeath","doi":"10.1080/23303131.2023.2261510","DOIUrl":"https://doi.org/10.1080/23303131.2023.2261510","url":null,"abstract":"ABSTRACTThis Special Issue presents selected essays, research papers, and case studies from researchers, educators, and practitioners who presented at the Network for Social Work Management (NSWM) Forward-Thinking Summit. The collection of articles in this issue reflect the theme of the Summit on commitment to wellbeing and inclusion in human service organizations.KEYWORDS: Forward-thinking practiceshuman service organizationsnetwork for social work management summitworkplace of the future, wellbeing, inclusion, and leadership Disclosure statementNo potential conflict of interest was reported by the author(s).","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136279970","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-28DOI: 10.1080/23303131.2023.2263518
Jangmin Kim, Barbara Pierce, Tae Kyung Park
ABSTRACTHigh exposure to Secondary Traumatic Stress (STS) is a significant risk factor for public child welfare workers’ intention to remain employed in child welfare. This study examined whether the negative impact of STS differed according to workers’ job functions by analyzing survey data collected from 1,053 public child welfare workers. STS was negatively associated with workers’ intention to remain. Furthermore, The negative impact of STS was greater among ongoing case managers than among assessment case managers. We conclude that child welfare organizations should develop trauma-informed policies and organizational support targeted to different patterns of STS by job functions.PRACTICE POINTS Child welfare organizations should tailor organizational approaches to prevent STS and mitigate its negative consequences based on the different job functions of case managers, taking into consideration their unique challenges and needs.Child welfare organizations should offer enhanced support to ongoing case managers due to their higher susceptibility to the adverse effects of STS.Child welfare organizations should create physically and emotionally safe working environments that allow case managers to address their STS and improve their well-being.Child welfare organizations should provide training to supervisors and other leaders to recognize the signs of STS and support their workers in managing their stress.KEYWORDS: Job functionsjob retentionpublic child welfare systemsecondary traumatic stress Disclosure statementNo potential conflict of interest was reported by the author(s).Additional informationFundingThis work was supported by the Indiana Department of Child Services (Grant number: A93-3-13-4F-C0-0981).
{"title":"Secondary Traumatic Stress and Public Child Welfare Workers’ Intention to Remain Employed in Child Welfare: The Interaction Effect of Job Functions","authors":"Jangmin Kim, Barbara Pierce, Tae Kyung Park","doi":"10.1080/23303131.2023.2263518","DOIUrl":"https://doi.org/10.1080/23303131.2023.2263518","url":null,"abstract":"ABSTRACTHigh exposure to Secondary Traumatic Stress (STS) is a significant risk factor for public child welfare workers’ intention to remain employed in child welfare. This study examined whether the negative impact of STS differed according to workers’ job functions by analyzing survey data collected from 1,053 public child welfare workers. STS was negatively associated with workers’ intention to remain. Furthermore, The negative impact of STS was greater among ongoing case managers than among assessment case managers. We conclude that child welfare organizations should develop trauma-informed policies and organizational support targeted to different patterns of STS by job functions.PRACTICE POINTS Child welfare organizations should tailor organizational approaches to prevent STS and mitigate its negative consequences based on the different job functions of case managers, taking into consideration their unique challenges and needs.Child welfare organizations should offer enhanced support to ongoing case managers due to their higher susceptibility to the adverse effects of STS.Child welfare organizations should create physically and emotionally safe working environments that allow case managers to address their STS and improve their well-being.Child welfare organizations should provide training to supervisors and other leaders to recognize the signs of STS and support their workers in managing their stress.KEYWORDS: Job functionsjob retentionpublic child welfare systemsecondary traumatic stress Disclosure statementNo potential conflict of interest was reported by the author(s).Additional informationFundingThis work was supported by the Indiana Department of Child Services (Grant number: A93-3-13-4F-C0-0981).","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135387457","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-25DOI: 10.1080/23303131.2023.2260430
Alice Schmidt Hanbidge, Rosemary Vito
ABSTRACTTeaching social work students through both online and in-person formats is highlighted in the description of two mandatory graduate social work courses on leadership and supervision across two Canadian university institutions. Relevant themes gathered through multiple years of online student surveys were analyzed thematically. The summary of findings arises from a previous research study (Vito & Schmidt Hanbidge, 2021) and emphasizes strengths, challenges and considerations for educators. Varying course approaches, topics, assignments and organizational contexts are described, along with integrating macro courses for social work educators. Multiple discussion questions are posed to engage readers in dialogue to implement or revise online social work courses. Practice implications for development and delivery of online courses and instructor adaptability may be fruitful for instructors and educational institutions to help mitigate future educational disruptions.KEYWORDS: Course deliveryleadershipmacro practiceonline learningsupervisionteaching Disclosure statementNo potential conflict of interest was reported by the author(s).Additional informationFundingThe work was supported by the King’s Faculty Research Grant Renison Faculty Research Grant.
{"title":"Teaching Inclusive Social Work Leadership and Supervision Online and In-Person: A Learning Case","authors":"Alice Schmidt Hanbidge, Rosemary Vito","doi":"10.1080/23303131.2023.2260430","DOIUrl":"https://doi.org/10.1080/23303131.2023.2260430","url":null,"abstract":"ABSTRACTTeaching social work students through both online and in-person formats is highlighted in the description of two mandatory graduate social work courses on leadership and supervision across two Canadian university institutions. Relevant themes gathered through multiple years of online student surveys were analyzed thematically. The summary of findings arises from a previous research study (Vito & Schmidt Hanbidge, 2021) and emphasizes strengths, challenges and considerations for educators. Varying course approaches, topics, assignments and organizational contexts are described, along with integrating macro courses for social work educators. Multiple discussion questions are posed to engage readers in dialogue to implement or revise online social work courses. Practice implications for development and delivery of online courses and instructor adaptability may be fruitful for instructors and educational institutions to help mitigate future educational disruptions.KEYWORDS: Course deliveryleadershipmacro practiceonline learningsupervisionteaching Disclosure statementNo potential conflict of interest was reported by the author(s).Additional informationFundingThe work was supported by the King’s Faculty Research Grant Renison Faculty Research Grant.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"103 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135864730","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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