Pub Date : 2023-09-14DOI: 10.1080/23303131.2023.2253862
Mathieu Despard
ABSTRACTMany U.S. workers struggle with financial challenges. Human service organizations (HSOs) can consider ways to better promote financial well-being among staff, especially lower-wage, frontline workers. In addition to raising pay, HSOs can improve benefits and working conditions in ways that will meaningfully affect staff's financial well-being, such as offering wage-tiered health insurance premiums, financial counseling, access to public benefits, and giving staff more control over their schedules. Doing so will help HSOs strengthen their commitments to social and economic justice, yet financial challenges among nonprofit HSOs – especially those that are minority-led and/or -serving – require changes in public policies.Keywords: Employer benefitsfinancial capabilityfinancial securityfinancial well-beinglow-wage workers Disclosure statementNo potential conflict of interest was reported by the author(s).Notes1 Wages and benefits are tracked differently by the Bureau of Labor Statistics. While wage information is available for specific occupational categories like Social and Human Service Assistant, benefits information is only available by industry and by certain worker characteristics like wage group.2 There were 399,560 jobs in 2022 in this occupational category, which requires a High School diploma or equivalent and is expected to grow by 12% from 2021 to Citation2031 (Bureau of Labor Statistics, Citation2023).3 Abbott Labs is the first company to offer this arrangement after receiving a favorable ruling from the Internal Revenue Service.4 See https://nationalfund.org/our-resources/publications/guide-to-employee-financial-wellness/ and https://justcapital.com/reports/new-guide-shows-how-companies-can-prioritize-employee-experience/.
许多美国工人都在与经济困难作斗争。人类服务组织(hso)可以考虑如何更好地促进员工的财务福利，特别是低工资的一线工人。除了提高工资，健康服务组织还可以改善福利和工作条件，从而对员工的财务状况产生有意义的影响，比如提供按工资分级的医疗保险费、财务咨询、获得公共福利，以及让员工更多地控制自己的日程安排。这样做将有助于hso加强他们对社会和经济正义的承诺，然而非营利hso面临的财务挑战——特别是那些由少数民族领导和/或服务的非营利hso——需要公共政策的改变。关键词:雇主福利经济能力经济保障经济福利低薪工人披露声明作者未报告潜在利益冲突。注1:美国劳工统计局(Bureau of Labor Statistics)对工资和福利的追踪方式不同。虽然工资信息可用于特定的职业类别，如社会和人类服务助理，福利信息只能按行业和某些工人特征，如工资组提供2022年，该职业类别有399,560个工作岗位，需要高中文凭或同等学历，预计从2021年到2031年将增长12%(劳工统计局，Citation2023)雅培公司是第一家在获得美国国税局(Internal Revenue service)的有利裁决后提供这种安排的公司。
{"title":"Promoting Staff Financial Well-Being in Human Service Organizations: The Role of Pay, Benefits, and Working Conditions","authors":"Mathieu Despard","doi":"10.1080/23303131.2023.2253862","DOIUrl":"https://doi.org/10.1080/23303131.2023.2253862","url":null,"abstract":"ABSTRACTMany U.S. workers struggle with financial challenges. Human service organizations (HSOs) can consider ways to better promote financial well-being among staff, especially lower-wage, frontline workers. In addition to raising pay, HSOs can improve benefits and working conditions in ways that will meaningfully affect staff's financial well-being, such as offering wage-tiered health insurance premiums, financial counseling, access to public benefits, and giving staff more control over their schedules. Doing so will help HSOs strengthen their commitments to social and economic justice, yet financial challenges among nonprofit HSOs – especially those that are minority-led and/or -serving – require changes in public policies.Keywords: Employer benefitsfinancial capabilityfinancial securityfinancial well-beinglow-wage workers Disclosure statementNo potential conflict of interest was reported by the author(s).Notes1 Wages and benefits are tracked differently by the Bureau of Labor Statistics. While wage information is available for specific occupational categories like Social and Human Service Assistant, benefits information is only available by industry and by certain worker characteristics like wage group.2 There were 399,560 jobs in 2022 in this occupational category, which requires a High School diploma or equivalent and is expected to grow by 12% from 2021 to Citation2031 (Bureau of Labor Statistics, Citation2023).3 Abbott Labs is the first company to offer this arrangement after receiving a favorable ruling from the Internal Revenue Service.4 See https://nationalfund.org/our-resources/publications/guide-to-employee-financial-wellness/ and https://justcapital.com/reports/new-guide-shows-how-companies-can-prioritize-employee-experience/.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134910809","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 : 2023-09-12DOI: 10.1080/23303131.2023.2248611
Ellen Bennett, Chris Dayson, James Rees, Beth Patmore, Chris Damm
{"title":"The Role of Smaller Nonprofit Human Service organizations During the COVID-19 Pandemic: Evidence from England and Wales","authors":"Ellen Bennett, Chris Dayson, James Rees, Beth Patmore, Chris Damm","doi":"10.1080/23303131.2023.2248611","DOIUrl":"https://doi.org/10.1080/23303131.2023.2248611","url":null,"abstract":"","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135880546","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 : 2023-08-26DOI: 10.1080/23303131.2023.2247452
Suzie S. Weng
ABSTRACT Integrated healthcare agencies were particularly impacted early on during the COVID-19 pandemic by having to treat infected patients without interventions and vaccines. A phenomenological qualitative approach was taken to examine experiences of social workers in managerial positions handling the pandemic in these agencies. Data were collected before vaccines were authorized for emergency use. Purposive and snowball sampling was used to recruit participants. Data analysis followed a constant comparison strategy. Themes identified included: 1) response to the pandemic with limited information; 2) transition to remote work and telehealth; 3) management of social workers; and 4) preparation for post-pandemic. PRACTICE POINTS In response to the many unknowns about the COVID-19 pandemic, social workers in managerial positions prioritized safety and basic needs of patients. Transitioning to remote work and telehealth had numerous challenges but social workers in managerial positions believe these new ways can be beneficial post-pandemic. Management of social workers with increased workload, fears about the virus, and other pandemic-related stress required social workers in managerial positions to be more supportive than before the pandemic. The prioritization of physical health in integrated health care may mean a looming mental health crisis and social workers in managerial positions believe agencies need to be prepared for it.
{"title":"Social Work Management in Integrated Health Care During the COVID-19 Pandemic","authors":"Suzie S. Weng","doi":"10.1080/23303131.2023.2247452","DOIUrl":"https://doi.org/10.1080/23303131.2023.2247452","url":null,"abstract":"ABSTRACT Integrated healthcare agencies were particularly impacted early on during the COVID-19 pandemic by having to treat infected patients without interventions and vaccines. A phenomenological qualitative approach was taken to examine experiences of social workers in managerial positions handling the pandemic in these agencies. Data were collected before vaccines were authorized for emergency use. Purposive and snowball sampling was used to recruit participants. Data analysis followed a constant comparison strategy. Themes identified included: 1) response to the pandemic with limited information; 2) transition to remote work and telehealth; 3) management of social workers; and 4) preparation for post-pandemic. PRACTICE POINTS In response to the many unknowns about the COVID-19 pandemic, social workers in managerial positions prioritized safety and basic needs of patients. Transitioning to remote work and telehealth had numerous challenges but social workers in managerial positions believe these new ways can be beneficial post-pandemic. Management of social workers with increased workload, fears about the virus, and other pandemic-related stress required social workers in managerial positions to be more supportive than before the pandemic. The prioritization of physical health in integrated health care may mean a looming mental health crisis and social workers in managerial positions believe agencies need to be prepared for it.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"11 1","pages":""},"PeriodicalIF":1.2,"publicationDate":"2023-08-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84315604","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 : 2023-08-25DOI: 10.1080/23303131.2023.2247040
David Bolt
With the onset of the COVID-19 pandemic in early 2020, relationships between people and their communities went through significant transformation. This transformation caused immense stress and rapid change as schools, businesses, and community spaces were closed to mitigate the spread of the virus. The workplace was one of the most affected aspects of life by the virus. Prior to COVID-19, 23% of workers who could work from home did so; whereas at the height of the pandemic approximately 70% were working from home (Parker et al., 2022). For the “essential workers” who were unable to do their jobs remotely, being on the job carried new risks of infection and illness. These workplace conditions exerted enormous pressure on employees as they had to navigate new realities regarding their health and wellbeing. In light of this new reality, the workplace is an important venue for addressing mental health issues (Centers for Disease Control and Prevention, 2019). While there is some burgeoning recognition of the need to address employee mental health, the US lags considerably behind its peer nations. For example, Canada has had a national Commission on Mental Health since 2013 that includes a focus on employee mental health (Mental Health Commission Canada, 2022). This Commission has created a set of voluntary standards and resources for employers to support their employee’s mental health needs (Mental Health Commission Canada, 2022). Considering the crisis from COVID-19, it is essential that workplaces have effective strategies in place to support their employees. This article reviews current trends in workplace mental health and offers best practices for organizations. These best practices include mental health training for leaders, promoting Employee Resource Groups (ERG) for mental health, and workplace mental health campaigns to fight stigma and share information. These best practices are ones designed to both address current needs of the workplace relating to mental health and address future anticipated needs of the workforce.
{"title":"Promoting Employee Mental Health in the Workplace: Best Practices for COVID-19 and Beyond","authors":"David Bolt","doi":"10.1080/23303131.2023.2247040","DOIUrl":"https://doi.org/10.1080/23303131.2023.2247040","url":null,"abstract":"With the onset of the COVID-19 pandemic in early 2020, relationships between people and their communities went through significant transformation. This transformation caused immense stress and rapid change as schools, businesses, and community spaces were closed to mitigate the spread of the virus. The workplace was one of the most affected aspects of life by the virus. Prior to COVID-19, 23% of workers who could work from home did so; whereas at the height of the pandemic approximately 70% were working from home (Parker et al., 2022). For the “essential workers” who were unable to do their jobs remotely, being on the job carried new risks of infection and illness. These workplace conditions exerted enormous pressure on employees as they had to navigate new realities regarding their health and wellbeing. In light of this new reality, the workplace is an important venue for addressing mental health issues (Centers for Disease Control and Prevention, 2019). While there is some burgeoning recognition of the need to address employee mental health, the US lags considerably behind its peer nations. For example, Canada has had a national Commission on Mental Health since 2013 that includes a focus on employee mental health (Mental Health Commission Canada, 2022). This Commission has created a set of voluntary standards and resources for employers to support their employee’s mental health needs (Mental Health Commission Canada, 2022). Considering the crisis from COVID-19, it is essential that workplaces have effective strategies in place to support their employees. This article reviews current trends in workplace mental health and offers best practices for organizations. These best practices include mental health training for leaders, promoting Employee Resource Groups (ERG) for mental health, and workplace mental health campaigns to fight stigma and share information. These best practices are ones designed to both address current needs of the workplace relating to mental health and address future anticipated needs of the workforce.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"87 1","pages":"347 - 352"},"PeriodicalIF":1.2,"publicationDate":"2023-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81126382","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 : 2023-08-16DOI: 10.1080/23303131.2023.2237090
T. T. Hoang
{"title":"Staying Connected While Staying Distant: Social Media Engagement of Food Banks in Texas in the Wake of the COVID-19 Pandemic","authors":"T. T. Hoang","doi":"10.1080/23303131.2023.2237090","DOIUrl":"https://doi.org/10.1080/23303131.2023.2237090","url":null,"abstract":"","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"11 1","pages":""},"PeriodicalIF":1.2,"publicationDate":"2023-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90046232","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 : 2023-08-15DOI: 10.1080/23303131.2023.2242423
Qi-Jia Zhou, Erin W. Bascug, M. Sperlich, Megan Bailey
ABSTRACT This study investigated a regional foundation’s Co-Creating Well-Being initiative, a multi-year effort to increase human service agencies’ capacity in trauma-informed care, human-centered design, and diversity, equity, and inclusion. This research examined the change promotion process inspired by an innovative grantmaking model and the barriers and facilitators for organizational change. A stratified sampling approach was applied to recruit representatives from N = 33 agencies. Thematic analysis was used to develop a change promotion model featuring four main themes: pre-existing conditions, receptivity to opportunities for change, adoption to change, and early outcomes. Macro-level influences of COVID-19 and calls for racial justice accountability are discussed. PRACTICE POINTS Selecting leaders who have positive reactions to organizational change along with active participation in the change process helps foster capacity building in human service organizations. Enabling interactional justice, manifested as informational justice, which highlights equal access to thorough information on policies and decisions, and interpersonal justice, which highlights respectful treatment, could create a supportive climate for systems-level changes regarding capacity-building training. Implementing and sustaining capacity building requires regular organizational assessments that identify issues in order to adjust organizational systems and structure to respond to changes in external contexts and incorporate these changes into the design and implementation of change.
{"title":"Supporting Children and Families Through Trauma: A Qualitative Exploration of the Change Promotion Aspects of the Co-Creating Well-Being Initiative","authors":"Qi-Jia Zhou, Erin W. Bascug, M. Sperlich, Megan Bailey","doi":"10.1080/23303131.2023.2242423","DOIUrl":"https://doi.org/10.1080/23303131.2023.2242423","url":null,"abstract":"ABSTRACT This study investigated a regional foundation’s Co-Creating Well-Being initiative, a multi-year effort to increase human service agencies’ capacity in trauma-informed care, human-centered design, and diversity, equity, and inclusion. This research examined the change promotion process inspired by an innovative grantmaking model and the barriers and facilitators for organizational change. A stratified sampling approach was applied to recruit representatives from N = 33 agencies. Thematic analysis was used to develop a change promotion model featuring four main themes: pre-existing conditions, receptivity to opportunities for change, adoption to change, and early outcomes. Macro-level influences of COVID-19 and calls for racial justice accountability are discussed. PRACTICE POINTS Selecting leaders who have positive reactions to organizational change along with active participation in the change process helps foster capacity building in human service organizations. Enabling interactional justice, manifested as informational justice, which highlights equal access to thorough information on policies and decisions, and interpersonal justice, which highlights respectful treatment, could create a supportive climate for systems-level changes regarding capacity-building training. Implementing and sustaining capacity building requires regular organizational assessments that identify issues in order to adjust organizational systems and structure to respond to changes in external contexts and incorporate these changes into the design and implementation of change.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"23 1","pages":""},"PeriodicalIF":1.2,"publicationDate":"2023-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79417342","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 : 2023-08-15DOI: 10.1080/23303131.2023.2242412
M. I. Singh, Kelly Smith, Cassandra Breeze Ceballos
ABSTRACT Multisolving strategically addresses multiple problems simultaneously through a single investment of time or money, benefiting organizations and communities amid a global polycrisis. This proactive approach reflects an organizational commitment to systemic and holistic solutions, which may resonate with social work and human service leaders for its inclusivity, proactive and progressive approaches, which signal to social work and human service leaders that organizations are interested in meeting the diverse needs and concerns of their employees and communities. Adopting multisolving within these organizations aligns with international and domestic goals and fosters talent, driving retention, advancement, and job satisfaction, thus benefiting communities. This article advocates multisolving's expansive adoption, emphasizing its relevance in social work research and practice. Real-world examples highlight its transformative impact, showcasing its role in fostering innovation and resilience. Multisolving's integrative and sustainable approach could guide the way for social workers navigating intricate challenges and epitomizing holistic problem-solving.
{"title":"Leveraging Multisolving to Impact Workforce Wellbeing Through Community Collaboration","authors":"M. I. Singh, Kelly Smith, Cassandra Breeze Ceballos","doi":"10.1080/23303131.2023.2242412","DOIUrl":"https://doi.org/10.1080/23303131.2023.2242412","url":null,"abstract":"ABSTRACT Multisolving strategically addresses multiple problems simultaneously through a single investment of time or money, benefiting organizations and communities amid a global polycrisis. This proactive approach reflects an organizational commitment to systemic and holistic solutions, which may resonate with social work and human service leaders for its inclusivity, proactive and progressive approaches, which signal to social work and human service leaders that organizations are interested in meeting the diverse needs and concerns of their employees and communities. Adopting multisolving within these organizations aligns with international and domestic goals and fosters talent, driving retention, advancement, and job satisfaction, thus benefiting communities. This article advocates multisolving's expansive adoption, emphasizing its relevance in social work research and practice. Real-world examples highlight its transformative impact, showcasing its role in fostering innovation and resilience. Multisolving's integrative and sustainable approach could guide the way for social workers navigating intricate challenges and epitomizing holistic problem-solving.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"140 1","pages":"363 - 368"},"PeriodicalIF":1.2,"publicationDate":"2023-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75763494","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 : 2023-07-09DOI: 10.1080/23303131.2023.2232844
Daniel Choi, A. Ferris, Tiana Marrese, R. Cnaan, F. Handy
{"title":"The Implications of the COVID-19 Pandemic on Recruitment and Retention of Volunteers and Donors in the U.S.","authors":"Daniel Choi, A. Ferris, Tiana Marrese, R. Cnaan, F. Handy","doi":"10.1080/23303131.2023.2232844","DOIUrl":"https://doi.org/10.1080/23303131.2023.2232844","url":null,"abstract":"","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"15 1","pages":""},"PeriodicalIF":1.2,"publicationDate":"2023-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78130720","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 : 2023-07-08DOI: 10.1080/23303131.2023.2231510
Angela L. Reese, Samantha Schaefer, Megan Fedler, V. Kercher
ABSTRACT Today more than ever, organizations struggle with retaining good talent and keeping their employees engaged. While employees struggle through personal or professional concerns or challenges, mental and physical well-being remains a priority. Employee wellness programs are a crucial part of employee engagement and well-being. Building a resilient workforce where people feel supported at work and home can cultivate happier and healthier employees and communities. This editorial focuses on a workplace wellness and work-life coaching program developed to support university employees in achieving their personal and professional dreams and how it improves overall life satisfaction and thriving.
{"title":"Dream BIG! The Power of Inspiring Employees to Pursue Their Dreams","authors":"Angela L. Reese, Samantha Schaefer, Megan Fedler, V. Kercher","doi":"10.1080/23303131.2023.2231510","DOIUrl":"https://doi.org/10.1080/23303131.2023.2231510","url":null,"abstract":"ABSTRACT Today more than ever, organizations struggle with retaining good talent and keeping their employees engaged. While employees struggle through personal or professional concerns or challenges, mental and physical well-being remains a priority. Employee wellness programs are a crucial part of employee engagement and well-being. Building a resilient workforce where people feel supported at work and home can cultivate happier and healthier employees and communities. This editorial focuses on a workplace wellness and work-life coaching program developed to support university employees in achieving their personal and professional dreams and how it improves overall life satisfaction and thriving.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"224 1","pages":"353 - 362"},"PeriodicalIF":1.2,"publicationDate":"2023-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80036906","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 : 2023-07-07DOI: 10.1080/23303131.2023.2231057
Yanfeng Xu, Ning He, Wei Lu, Merav Jedwab
ABSTRACT This study aimed to examine factors associated with secondary traumatic stress (STS) and burnout and test the direct effect of resilience and the indirect effect of resilience via social support on STS and burnout among child welfare social workers in Southern China. Results indicated that higher levels of resilience and social support were significantly associated with lower odds of STS and burnout, and there was a significant indirect effect of resilience via social support on STS and burnout. Results imply that it is critical to facilitate positive effects of resilience on decreasing STS and burnout via providing social support. Practice points Resilience has a direct effect on decreasing secondary traumatic stress (STS) and burnout among child welfare social workers in China. The indirect effect of resilience on STS and burnout is via social support. It is critical to facilitate the positive effect of resilience on decreasing STS and burnout via providing adequate social support to child welfare social workers.
{"title":"Secondary Traumatic Stress and Burnout Among Child Welfare Social Workers in Southern China: Focusing on Resilience and Social Support","authors":"Yanfeng Xu, Ning He, Wei Lu, Merav Jedwab","doi":"10.1080/23303131.2023.2231057","DOIUrl":"https://doi.org/10.1080/23303131.2023.2231057","url":null,"abstract":"ABSTRACT This study aimed to examine factors associated with secondary traumatic stress (STS) and burnout and test the direct effect of resilience and the indirect effect of resilience via social support on STS and burnout among child welfare social workers in Southern China. Results indicated that higher levels of resilience and social support were significantly associated with lower odds of STS and burnout, and there was a significant indirect effect of resilience via social support on STS and burnout. Results imply that it is critical to facilitate positive effects of resilience on decreasing STS and burnout via providing social support. Practice points Resilience has a direct effect on decreasing secondary traumatic stress (STS) and burnout among child welfare social workers in China. The indirect effect of resilience on STS and burnout is via social support. It is critical to facilitate the positive effect of resilience on decreasing STS and burnout via providing adequate social support to child welfare social workers.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"1 1","pages":""},"PeriodicalIF":1.2,"publicationDate":"2023-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82729200","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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