Pub Date : 2023-07-05DOI: 10.1080/23303131.2023.2228854
Ying-huk. Ma, Erynn E. Beaton
{"title":"Programming Change Among Nonprofit Human Service Organizations During the COVID-19 Pandemic","authors":"Ying-huk. Ma, Erynn E. Beaton","doi":"10.1080/23303131.2023.2228854","DOIUrl":"https://doi.org/10.1080/23303131.2023.2228854","url":null,"abstract":"","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"38 1","pages":""},"PeriodicalIF":1.2,"publicationDate":"2023-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86797923","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 : 2023-06-27DOI: 10.1080/23303131.2023.2227231
Rong Zhao, Chi Zhang
{"title":"Racial Pay Disparity of Social Workers in Nonprofit, For-Profit, and Government Human Services Organizations","authors":"Rong Zhao, Chi Zhang","doi":"10.1080/23303131.2023.2227231","DOIUrl":"https://doi.org/10.1080/23303131.2023.2227231","url":null,"abstract":"","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"72 1","pages":""},"PeriodicalIF":1.2,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84699930","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 : 2023-06-27DOI: 10.1080/23303131.2023.2228853
C. Bishop, Nina Esaki, Melanie E. Taub
ABSTRACT Leading human service agencies has always been challenging, but recent political, financial, public health, and racial tensions in the U.S. have added further turbulence and complexity to those in CEO and Executive Director positions tasked with providing steady leadership of agencies serving the most vulnerable in our society. Though numerous books and journal articles examining leadership are published every year, there is something valuable about learning from experiences of leaders in the field. This article shares the perspective of one such leader, whose leadership approach is grounded on the principles of The Sanctuary Model, an evidence-supported, trauma-informed, organizational change intervention.
{"title":"Learning to Be a Leader Worth Following","authors":"C. Bishop, Nina Esaki, Melanie E. Taub","doi":"10.1080/23303131.2023.2228853","DOIUrl":"https://doi.org/10.1080/23303131.2023.2228853","url":null,"abstract":"ABSTRACT Leading human service agencies has always been challenging, but recent political, financial, public health, and racial tensions in the U.S. have added further turbulence and complexity to those in CEO and Executive Director positions tasked with providing steady leadership of agencies serving the most vulnerable in our society. Though numerous books and journal articles examining leadership are published every year, there is something valuable about learning from experiences of leaders in the field. This article shares the perspective of one such leader, whose leadership approach is grounded on the principles of The Sanctuary Model, an evidence-supported, trauma-informed, organizational change intervention.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"1 1","pages":"422 - 433"},"PeriodicalIF":1.2,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88315546","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 : 2023-06-26DOI: 10.1080/23303131.2023.2226197
Karen M. Sewell, Claire McMenemy, Margaret Janse van Rensburg, H. MacDonald
ABSTRACT Workplace-based supervision is positioned as a resource within human service organizations with the potential to enhance practitioner well-being and performance under stressful, demanding conditions. This article presents a scoping review synthesizing 175 empirical peer-reviewed publications between 2011 and 2021, including study characteristics, key concepts, methods, and outcomes examined. Providing a comprehensive perspective as its unique contribution, this review mapped the supervision outcomes across the international, multi-disciplinary human services literature. It generally reported the beneficial impact of workplace-based supervision, with notable positive impacts found for competence, implementation, job satisfaction, wellbeing, and retention. Our analysis provides support for workplace-based supervision as an organizational investment. PRACTICE POINTS There is a varied evidence-base on supervision in human services within increasing international attention and mixed disciplinary foci. There is a large body of research reporting on the beneficial impact of workplace-based supervision supporting this organizational investment. Supervision was found to have a generally positive impact on worker and organizational outcomes, with the most notable positive impact on service-related worker outcomes including competence and implementation.
{"title":"Organizational Outcomes of Supervision within Human Services: A Scoping Review","authors":"Karen M. Sewell, Claire McMenemy, Margaret Janse van Rensburg, H. MacDonald","doi":"10.1080/23303131.2023.2226197","DOIUrl":"https://doi.org/10.1080/23303131.2023.2226197","url":null,"abstract":"ABSTRACT Workplace-based supervision is positioned as a resource within human service organizations with the potential to enhance practitioner well-being and performance under stressful, demanding conditions. This article presents a scoping review synthesizing 175 empirical peer-reviewed publications between 2011 and 2021, including study characteristics, key concepts, methods, and outcomes examined. Providing a comprehensive perspective as its unique contribution, this review mapped the supervision outcomes across the international, multi-disciplinary human services literature. It generally reported the beneficial impact of workplace-based supervision, with notable positive impacts found for competence, implementation, job satisfaction, wellbeing, and retention. Our analysis provides support for workplace-based supervision as an organizational investment. PRACTICE POINTS There is a varied evidence-base on supervision in human services within increasing international attention and mixed disciplinary foci. There is a large body of research reporting on the beneficial impact of workplace-based supervision supporting this organizational investment. Supervision was found to have a generally positive impact on worker and organizational outcomes, with the most notable positive impact on service-related worker outcomes including competence and implementation.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"20 1","pages":""},"PeriodicalIF":1.2,"publicationDate":"2023-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75882421","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 : 2023-06-15DOI: 10.1080/23303131.2023.2223575
ChiaKo Hung, Chin-Chang Tsai, Wei‐Ning Wu
ABSTRACT Previous studies have examined board-level determinants of board performance but left other organizational and environmental factors underexplored. This study examines determinants of board performance through multiple theories by using a sample of community-based human service nonprofits in Taiwan. The results show that organizational characteristics, such as governance structure, organizational stability, and management professionalization, are associated with board performance. A two-tier board design and a stable organization are essential to effective board performance, while having professional chief executive officers is linked to less effective board performance. Surprisingly, the results also show that external funding sources are not associated with board performance. PRACTICE POINTS Active board engagement does not necessarily mean better board performance. A two-tier governance structure can positively influence board performance. Nonprofit organizations need board members to fulfill their roles and responsibilities, especially when nonprofit organizations are unstable and/or when chief executive officers are professional.
{"title":"Organizational and Environmental Determinants of Board Performance in Community-Based Human Service Nonprofit Organizations","authors":"ChiaKo Hung, Chin-Chang Tsai, Wei‐Ning Wu","doi":"10.1080/23303131.2023.2223575","DOIUrl":"https://doi.org/10.1080/23303131.2023.2223575","url":null,"abstract":"ABSTRACT Previous studies have examined board-level determinants of board performance but left other organizational and environmental factors underexplored. This study examines determinants of board performance through multiple theories by using a sample of community-based human service nonprofits in Taiwan. The results show that organizational characteristics, such as governance structure, organizational stability, and management professionalization, are associated with board performance. A two-tier board design and a stable organization are essential to effective board performance, while having professional chief executive officers is linked to less effective board performance. Surprisingly, the results also show that external funding sources are not associated with board performance. PRACTICE POINTS Active board engagement does not necessarily mean better board performance. A two-tier governance structure can positively influence board performance. Nonprofit organizations need board members to fulfill their roles and responsibilities, especially when nonprofit organizations are unstable and/or when chief executive officers are professional.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"13 1","pages":"279 - 296"},"PeriodicalIF":1.2,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78129882","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 : 2023-06-07DOI: 10.1080/23303131.2023.2215270
M. Iverson, Michael P. Dentato, Nathan H. Perkins, Maria V. Wathen
ABSTRACT Nonprofit organizations provide services that address the complex needs of diverse populations within a multitude of financial and resource constraints. Necessity requires these organizations to apply for financial support from a variety of stakeholders and engage in evaluation processes that are often driven by funder priorities. Therefore, understanding nonprofit staff perceptions of the influence of funder-mandated metrics upon service is critical. This study utilized qualitative interviews to examine the perceptions of administrators and staff members within nonprofit organizations related to the influence of funder-mandated performance metrics on service provision. Findings suggest that funder-mandated metrics influenced the definitions of client success, client-provider relationships, client motivation, and how services are provided. Social justice questions are raised regarding the impact that culture, privilege, and ideology can have on service delivery and client experiences which highlight directions for future research and practice implications. PRACTICE POINTS Nonprofit organizations are influenced by multiple funders who impose evaluation mandates that can influence the definitions of client success, client-provider relationships, client motivation, and service delivery. Funder-mandated evaluation metrics influencing client experiences raise social justice concerns regarding the inadvertent perpetuation of oppressive practices in nonprofit organizations. In conjunction with their funders, nonprofit organizations should consider examining their current evaluation methods and approaches, looking critically at the assumptions imposed by privileged cultural norms.
{"title":"The Unintended Influence and Impact: Funder-Mandated Performance Metrics, Service Delivery, and Social Justice","authors":"M. Iverson, Michael P. Dentato, Nathan H. Perkins, Maria V. Wathen","doi":"10.1080/23303131.2023.2215270","DOIUrl":"https://doi.org/10.1080/23303131.2023.2215270","url":null,"abstract":"ABSTRACT Nonprofit organizations provide services that address the complex needs of diverse populations within a multitude of financial and resource constraints. Necessity requires these organizations to apply for financial support from a variety of stakeholders and engage in evaluation processes that are often driven by funder priorities. Therefore, understanding nonprofit staff perceptions of the influence of funder-mandated metrics upon service is critical. This study utilized qualitative interviews to examine the perceptions of administrators and staff members within nonprofit organizations related to the influence of funder-mandated performance metrics on service provision. Findings suggest that funder-mandated metrics influenced the definitions of client success, client-provider relationships, client motivation, and how services are provided. Social justice questions are raised regarding the impact that culture, privilege, and ideology can have on service delivery and client experiences which highlight directions for future research and practice implications. PRACTICE POINTS Nonprofit organizations are influenced by multiple funders who impose evaluation mandates that can influence the definitions of client success, client-provider relationships, client motivation, and service delivery. Funder-mandated evaluation metrics influencing client experiences raise social justice concerns regarding the inadvertent perpetuation of oppressive practices in nonprofit organizations. In conjunction with their funders, nonprofit organizations should consider examining their current evaluation methods and approaches, looking critically at the assumptions imposed by privileged cultural norms.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"17 1","pages":"385 - 403"},"PeriodicalIF":1.2,"publicationDate":"2023-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84951850","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 : 2023-06-07DOI: 10.1080/23303131.2023.2216228
Susan Ramsundarsingh, Micheal L. Shier
ABSTRACT This study uses a sequential mixed-method design to test a measure of service user oppression in human service organization. A five-factor measurement model of service user oppression is tested using confirmatory factor analysis of cross-sectional survey data (n = 374), followed by qualitative focus groups to provide context. All five factors of the Service User Oppression Scale were confirmed indicating that 84.5% of service users had experienced oppression. The research provides a valid and reliable tool to assess service user experiences of oppression. PRACTICE POINTS This study found that service users experience oppression in the form of marginalization, exploitation, violence, powerlessness, and cultural imperialism while receiving services from human service organizations. This study developed a measurement tool to assess the extent and experience of service user oppression by human service organizations. The Service User Oppression Scale is found to be a valid and reliable measure of service user experiences of oppression in human service organizations. Understanding oppression from the experiences of service users can highlight areas for organizational development, adaptation, and innovation in human service organizations.
{"title":"Measuring Oppression Experienced by Service Users While They are Receiving Services from Human Service Organizations","authors":"Susan Ramsundarsingh, Micheal L. Shier","doi":"10.1080/23303131.2023.2216228","DOIUrl":"https://doi.org/10.1080/23303131.2023.2216228","url":null,"abstract":"ABSTRACT This study uses a sequential mixed-method design to test a measure of service user oppression in human service organization. A five-factor measurement model of service user oppression is tested using confirmatory factor analysis of cross-sectional survey data (n = 374), followed by qualitative focus groups to provide context. All five factors of the Service User Oppression Scale were confirmed indicating that 84.5% of service users had experienced oppression. The research provides a valid and reliable tool to assess service user experiences of oppression. PRACTICE POINTS This study found that service users experience oppression in the form of marginalization, exploitation, violence, powerlessness, and cultural imperialism while receiving services from human service organizations. This study developed a measurement tool to assess the extent and experience of service user oppression by human service organizations. The Service User Oppression Scale is found to be a valid and reliable measure of service user experiences of oppression in human service organizations. Understanding oppression from the experiences of service users can highlight areas for organizational development, adaptation, and innovation in human service organizations.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"43 1","pages":"247 - 263"},"PeriodicalIF":1.2,"publicationDate":"2023-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83039675","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 : 2023-05-27DOI: 10.1080/23303131.2023.2232644
B. Mcbeath, Karen Hopkins
to contend with the transition to online teaching, and the current expectation among students and administration that this is going to be the new normal. Colleges are trying to attract students in a time when there are fewer high school students in general, so they are trying to figure out how to maximize “profits” while still providing quality education. I hear terms such as “strategic enrollment management” being thrown around, without much regard as to how this will impact already overworked faculty. Faculty (particularly social science and humanities) at non-elite schools are seeing their salaries and benefits being cut as university budgets are being cut. Entire departments are having to leave.
{"title":"Needs Assessment on the Changing Role of the University Professor","authors":"B. Mcbeath, Karen Hopkins","doi":"10.1080/23303131.2023.2232644","DOIUrl":"https://doi.org/10.1080/23303131.2023.2232644","url":null,"abstract":"to contend with the transition to online teaching, and the current expectation among students and administration that this is going to be the new normal. Colleges are trying to attract students in a time when there are fewer high school students in general, so they are trying to figure out how to maximize “profits” while still providing quality education. I hear terms such as “strategic enrollment management” being thrown around, without much regard as to how this will impact already overworked faculty. Faculty (particularly social science and humanities) at non-elite schools are seeing their salaries and benefits being cut as university budgets are being cut. Entire departments are having to leave.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"32 1","pages":"149 - 156"},"PeriodicalIF":1.2,"publicationDate":"2023-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84778843","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 : 2023-05-22DOI: 10.1080/23303131.2023.2210613
Jillian Landers
ABSTRACT Due to the challenges of the COVID-19 pandemic, there is a need for increased knowledge surrounding organizational support for social workers. This scoping review evaluated emerging research during the first two years of the pandemic (January 2020-May 2022) around ways organizations can support social work staff after the pandemic and during future public health disasters. This review suggests organizational leaders implement protocols to preserve workers’ well-being, create supportive spaces, provide supervision and mentorship, acknowledge inequalities and enact change, and promote crisis preparedness. This review concludes with a list of recommendations and a discussion of further implications for practice and research.
{"title":"A Critical Appraisal of Ways Organizations Can Support Social Workers in Light of COVID-19: A Scoping Review","authors":"Jillian Landers","doi":"10.1080/23303131.2023.2210613","DOIUrl":"https://doi.org/10.1080/23303131.2023.2210613","url":null,"abstract":"ABSTRACT Due to the challenges of the COVID-19 pandemic, there is a need for increased knowledge surrounding organizational support for social workers. This scoping review evaluated emerging research during the first two years of the pandemic (January 2020-May 2022) around ways organizations can support social work staff after the pandemic and during future public health disasters. This review suggests organizational leaders implement protocols to preserve workers’ well-being, create supportive spaces, provide supervision and mentorship, acknowledge inequalities and enact change, and promote crisis preparedness. This review concludes with a list of recommendations and a discussion of further implications for practice and research.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"63 1","pages":"369 - 384"},"PeriodicalIF":1.2,"publicationDate":"2023-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79116961","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 : 2023-05-22DOI: 10.1080/23303131.2023.2209754
Njeri Kagotho, J. McClendon, S. Lane, Todd Vanidestine, M. Bogenschutz, Theresa D. Flowers, Lauren Wilson
ABSTRACT Incivility within social work education reflects patterns seen across higher education and within society. Previous work has found that social work faculty are reluctant to report incivility and have limited confidence in their ability to address it effectively. In order to address potential solutions, this paper uses qualitative data (n = 164) drawn from a larger survey of social work faculty in the United States. The exploratory analysis focuses on strategies social work faculty use when experiencing incivility and bullying themselves, and methods recommended by social work faculty to confront incivility administratively and systemically within the social work academy. Responses were coded into four themes: values-based responses, leadership/institutional responses, individual and faculty level responses, and faculty disengagement. These themes suggest opportunities and recommendations to move toward a civil social work academy. PRACTICE POINTS Academic faculty expect institutional leadership to have the skills to acknowledge and address incidents of incivility in the workplace. Social work faculty suggest a combination of values-based responses that tie workplace behavior and culture to professional values, institutional responses that support accountability and formal recognition for prosocial behavior, and establishing and maintaining positive relationships in the workplace. Social work faculty acknowledge and affirm the individual ethical mandate to address injurious workplace behavior and challenge institutional systems and patterns that reinforce workplace incivility.
{"title":"“Challenge and Hold One Another Accountable:” Social Work Faculty Respond to Incivility","authors":"Njeri Kagotho, J. McClendon, S. Lane, Todd Vanidestine, M. Bogenschutz, Theresa D. Flowers, Lauren Wilson","doi":"10.1080/23303131.2023.2209754","DOIUrl":"https://doi.org/10.1080/23303131.2023.2209754","url":null,"abstract":"ABSTRACT Incivility within social work education reflects patterns seen across higher education and within society. Previous work has found that social work faculty are reluctant to report incivility and have limited confidence in their ability to address it effectively. In order to address potential solutions, this paper uses qualitative data (n = 164) drawn from a larger survey of social work faculty in the United States. The exploratory analysis focuses on strategies social work faculty use when experiencing incivility and bullying themselves, and methods recommended by social work faculty to confront incivility administratively and systemically within the social work academy. Responses were coded into four themes: values-based responses, leadership/institutional responses, individual and faculty level responses, and faculty disengagement. These themes suggest opportunities and recommendations to move toward a civil social work academy. PRACTICE POINTS Academic faculty expect institutional leadership to have the skills to acknowledge and address incidents of incivility in the workplace. Social work faculty suggest a combination of values-based responses that tie workplace behavior and culture to professional values, institutional responses that support accountability and formal recognition for prosocial behavior, and establishing and maintaining positive relationships in the workplace. Social work faculty acknowledge and affirm the individual ethical mandate to address injurious workplace behavior and challenge institutional systems and patterns that reinforce workplace incivility.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"47 1","pages":"328 - 342"},"PeriodicalIF":1.2,"publicationDate":"2023-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85378762","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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