Pub Date : 2023-04-26DOI: 10.1080/23303131.2023.2200220
Kitty Yuen-han Mo, Y. Wong, M. Tsui
ABSTRACT This study developed a scale of perceived salient organizational career management practices based on a survey of 420 social workers from social work organizations in Guangdong province, China. A two-factor structure OCM scale was constructed using items reflecting the components of organizational career management (OCM) practices. The scale showed sufficient reliability and validity. The results demonstrated the necessity of designing promotion ladders, relevant training, career counseling and other OCM measures to assist social workers in their career progression. Practice Points The perceived salient OCM scale helps social work managers to understand how social workers perceive OCMpractices in social work organizations. Social work managers can specifically target OCM practices to social workers, and a systemic career progression ladder will facilitate a proactive and flexible response to social workers’ aspirations. Organizations should organize their OCM practices systematically, and the entire OCM system should be monitored and reviewed methodically.
{"title":"Development of the Perceived Salient Organizational Career Management (OCM) Practices Scale in Southern China","authors":"Kitty Yuen-han Mo, Y. Wong, M. Tsui","doi":"10.1080/23303131.2023.2200220","DOIUrl":"https://doi.org/10.1080/23303131.2023.2200220","url":null,"abstract":"ABSTRACT This study developed a scale of perceived salient organizational career management practices based on a survey of 420 social workers from social work organizations in Guangdong province, China. A two-factor structure OCM scale was constructed using items reflecting the components of organizational career management (OCM) practices. The scale showed sufficient reliability and validity. The results demonstrated the necessity of designing promotion ladders, relevant training, career counseling and other OCM measures to assist social workers in their career progression. Practice Points The perceived salient OCM scale helps social work managers to understand how social workers perceive OCMpractices in social work organizations. Social work managers can specifically target OCM practices to social workers, and a systemic career progression ladder will facilitate a proactive and flexible response to social workers’ aspirations. Organizations should organize their OCM practices systematically, and the entire OCM system should be monitored and reviewed methodically.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"29 1","pages":"264 - 278"},"PeriodicalIF":1.2,"publicationDate":"2023-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89619851","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 : 2023-04-20DOI: 10.1080/23303131.2023.2198585
Aaron Turpin, Micheal L. Shier
ABSTRACT Social work managers face multiple challenges when seeking to create organizational environments that support community social outcomes. This study aims to provide a model of human services organizational management that includes social entrepreneurial orientation (SEO), and employs a multivariate regression analysis to identify relationships between SEO and social work management competencies using a nationally representative sample of nonprofits in Canada. Significant relationships were found between the SEO Scale (including social innovation, proactivity, risk-taking, and market engagement) and the Social Work Management Competencies Scale (including executive leadership, resource management, strategic management, and community collaboration). Further, organizational health significantly predicted resource management and strategic management, while revenue level significantly negatively predicted executive leadership. Multiple implications for findings are provided and a discussion is focused on applications for social work management. PRACTICE POINTS The enhancement of socially entrepreneurial factors within the nonprofit organization directly supports management competency development. As such, SEO (including social innovation, risk-taking, proactivity, and market engagement) provides a set of domains that can be used to initiate strong management practice. Scales for SEO and social work management competencies can be utilized as assessment and evaluation tools by providing management with data using multi-dimensional measures, capturing the varied ways in which the organization may improve related factors while identifying areas of strength. Although all areas relating to SEO are important contributors of social work management as independent factors, the most powerful results are observed when the entire scale is used as a whole. Practitioners may consider how this concept can be implemented wholly, or focus on the most prevalent predictors (i.e. social innovation and proactivity).
{"title":"Relationships Between Social Entrepreneurial Orientation and Social Work Management Competencies in Nonprofit Human Service Organizations","authors":"Aaron Turpin, Micheal L. Shier","doi":"10.1080/23303131.2023.2198585","DOIUrl":"https://doi.org/10.1080/23303131.2023.2198585","url":null,"abstract":"ABSTRACT Social work managers face multiple challenges when seeking to create organizational environments that support community social outcomes. This study aims to provide a model of human services organizational management that includes social entrepreneurial orientation (SEO), and employs a multivariate regression analysis to identify relationships between SEO and social work management competencies using a nationally representative sample of nonprofits in Canada. Significant relationships were found between the SEO Scale (including social innovation, proactivity, risk-taking, and market engagement) and the Social Work Management Competencies Scale (including executive leadership, resource management, strategic management, and community collaboration). Further, organizational health significantly predicted resource management and strategic management, while revenue level significantly negatively predicted executive leadership. Multiple implications for findings are provided and a discussion is focused on applications for social work management. PRACTICE POINTS The enhancement of socially entrepreneurial factors within the nonprofit organization directly supports management competency development. As such, SEO (including social innovation, risk-taking, proactivity, and market engagement) provides a set of domains that can be used to initiate strong management practice. Scales for SEO and social work management competencies can be utilized as assessment and evaluation tools by providing management with data using multi-dimensional measures, capturing the varied ways in which the organization may improve related factors while identifying areas of strength. Although all areas relating to SEO are important contributors of social work management as independent factors, the most powerful results are observed when the entire scale is used as a whole. Practitioners may consider how this concept can be implemented wholly, or focus on the most prevalent predictors (i.e. social innovation and proactivity).","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"25 1","pages":"297 - 314"},"PeriodicalIF":1.2,"publicationDate":"2023-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85369861","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 : 2023-04-05DOI: 10.1080/23303131.2023.2197020
Kim-Lim Tan, T. Cham, Adriel K. S. Sim
ABSTRACT Drawing on the conservation of resources theory, this study examines the curvilinear relationship between social workers’ meaningful work and work engagement. Data gathered from 223 social workers reveal that the relationship between meaningful work and work engagement showed a U-shaped curve when psychological capital is low. In contrast, this relationship showed an inverted U-shaped curve when psychological capital is high. Our study makes significant contributions to the literature in the following ways. First and foremost, this is the first paper that provides an established base to validate the momentary and changing nature of meaningful work empirically. Second, we further addressed how the fluctuating nature of meaningful work can be addressed through individuals’ demographic variables of psychological capital. Finally, our results provide managerial interventions that support businesses in advancing the understanding of psychological processes in contexts related to the broad area of work and in organizations. PRACTICE POINTS Meaningful work enhances work engagement. Nonprofit organizations (NPOs) should provide a safe space where social workers can share their victories, perspectives, and frustrations. NPOs should provide ample support to employees and ensure they fit well into the new social work environment. Given the malleable characteristics of PsyCap, NPOs can offer interventions in the form of training to increase social workers’ sense of hope, efficacy, resilience and optimism. The curvilinear effect of PsyCap on the relationship between meaningful work and work engagement shows that NPOs should also design pathways to engage social workers with high PsyCap constantly.
{"title":"What Makes Social Work Meaningful? Evidence for a Curvilinear Relationship of Meaningful Work on Work Engagement with Psychological Capital as the Moderator","authors":"Kim-Lim Tan, T. Cham, Adriel K. S. Sim","doi":"10.1080/23303131.2023.2197020","DOIUrl":"https://doi.org/10.1080/23303131.2023.2197020","url":null,"abstract":"ABSTRACT Drawing on the conservation of resources theory, this study examines the curvilinear relationship between social workers’ meaningful work and work engagement. Data gathered from 223 social workers reveal that the relationship between meaningful work and work engagement showed a U-shaped curve when psychological capital is low. In contrast, this relationship showed an inverted U-shaped curve when psychological capital is high. Our study makes significant contributions to the literature in the following ways. First and foremost, this is the first paper that provides an established base to validate the momentary and changing nature of meaningful work empirically. Second, we further addressed how the fluctuating nature of meaningful work can be addressed through individuals’ demographic variables of psychological capital. Finally, our results provide managerial interventions that support businesses in advancing the understanding of psychological processes in contexts related to the broad area of work and in organizations. PRACTICE POINTS Meaningful work enhances work engagement. Nonprofit organizations (NPOs) should provide a safe space where social workers can share their victories, perspectives, and frustrations. NPOs should provide ample support to employees and ensure they fit well into the new social work environment. Given the malleable characteristics of PsyCap, NPOs can offer interventions in the form of training to increase social workers’ sense of hope, efficacy, resilience and optimism. The curvilinear effect of PsyCap on the relationship between meaningful work and work engagement shows that NPOs should also design pathways to engage social workers with high PsyCap constantly.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"103 1","pages":"218 - 235"},"PeriodicalIF":1.2,"publicationDate":"2023-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78081225","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 : 2023-04-04DOI: 10.1080/23303131.2023.2195898
Noga Pitowsky-Nave, Michal Almog-Bar, H. Schmid
ABSTRACT The literature on the collaboration between businesses and Social Service Nonprofits (SSNs) emphasizes the importance of strategic management, based on joint governance and rational decision-making. This article presents a multiple case study analysis of four cross-sector collaborations, between for-profit business organizations and SSNs. The study examined the dynamics of interorganizational collaborations and their management in different stages of the collaboration. Data were collected from 36 in-depth interviews with key players from both organization types. The findings revealed that collaborations were based mainly on non-systematic decision-making and sporadic oral communication, with high participant turnover. Strategic planning was mostly absent, as were attempts to institutionalize administrative processes and procedures, form a new type of governance, and conclude formal agreements. An “organized anarchy” model is proposed to analyze the relations between the organizations and their operations during the collaboration period. Implications for future business-SSN collaborations and for collaboration management are presented and discussed. PRACTICE POINTS The study focuses on the inter-organizational dynamics of business-SSN collaboration, and sheds light on the patterns of inconsistency, ephemerality, and randomness that characterize them, using the “organized anarchy” theoretical model. The findings highlight the potential costs of these detected patterns, which might pose a threat to collaboration sustainability and hence to its outcomes, due to instability, participant turn over and lack of appropriate knowledge and training. Next to the potential costs, the findings also highlight the potential benefits of these patterns as they allow for agility, for making quick changes in response to challenges posed by changes in the environment, and for greater creativity and faster reaction to changing needs of the partner organizations, their service-users and staff. The study provides practical suggestions to enhance sustainability of business-SSN collaboration: Appropriate preparation, socialization, orientation and training of the parties to the collaboration, and strategic management of collaboration which includes joint governance mechanisms and frequent communication.
{"title":"Collaboration Between Businesses and Social Service Nonprofits as Organized Anarchy: The Insider Perspective","authors":"Noga Pitowsky-Nave, Michal Almog-Bar, H. Schmid","doi":"10.1080/23303131.2023.2195898","DOIUrl":"https://doi.org/10.1080/23303131.2023.2195898","url":null,"abstract":"ABSTRACT The literature on the collaboration between businesses and Social Service Nonprofits (SSNs) emphasizes the importance of strategic management, based on joint governance and rational decision-making. This article presents a multiple case study analysis of four cross-sector collaborations, between for-profit business organizations and SSNs. The study examined the dynamics of interorganizational collaborations and their management in different stages of the collaboration. Data were collected from 36 in-depth interviews with key players from both organization types. The findings revealed that collaborations were based mainly on non-systematic decision-making and sporadic oral communication, with high participant turnover. Strategic planning was mostly absent, as were attempts to institutionalize administrative processes and procedures, form a new type of governance, and conclude formal agreements. An “organized anarchy” model is proposed to analyze the relations between the organizations and their operations during the collaboration period. Implications for future business-SSN collaborations and for collaboration management are presented and discussed. PRACTICE POINTS The study focuses on the inter-organizational dynamics of business-SSN collaboration, and sheds light on the patterns of inconsistency, ephemerality, and randomness that characterize them, using the “organized anarchy” theoretical model. The findings highlight the potential costs of these detected patterns, which might pose a threat to collaboration sustainability and hence to its outcomes, due to instability, participant turn over and lack of appropriate knowledge and training. Next to the potential costs, the findings also highlight the potential benefits of these patterns as they allow for agility, for making quick changes in response to challenges posed by changes in the environment, and for greater creativity and faster reaction to changing needs of the partner organizations, their service-users and staff. The study provides practical suggestions to enhance sustainability of business-SSN collaboration: Appropriate preparation, socialization, orientation and training of the parties to the collaboration, and strategic management of collaboration which includes joint governance mechanisms and frequent communication.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"113 1","pages":"315 - 327"},"PeriodicalIF":1.2,"publicationDate":"2023-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79321641","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 : 2023-03-22DOI: 10.1080/23303131.2023.2189439
Bridgette Davis, Marci Ybarra
ABSTRACT Street-level bureaucracy (SLB) theory posits bureaucratic demands and resource scarcity are primary drivers of suboptimal SLB-client interactions. As such, mitigating SLBs’ bureaucratic work is considered key to improving client treatment. Yet, little evidence exists that reconfiguring bureaucratic demands enhances SLB client engagement or decision-making. To this end, this study considers a case management team model where lead caseworkers were primarily responsible for client engagement while case assistants managed bureaucratic demands in a large southwest nonprofit’s anti-poverty program. We draw on interviews (N = 38) at two points in time with team members to examine the relationship between bureaucratic delineation, resource allocations, and decision-making. We find that delineating bureaucratic work along with teams’ access to generous client provisions expands the breadth and quality of resource distribution, but this is mitigated by team relational demands such as frequent case meetings. Our findings suggest enhanced resources are not necessarily a panacea for improving SLB-client engagement. Practical Points To help case management teams, or frontline staff more generally, develop and maintain amenable organizational relationships, we recommend the use of team-building trainings, workshops, and activities. While we find that discretionary decision-making was enhanced by case management teams, disagreements or a lack of clarity were not eliminated. We recommend organizations assist frontline staff with equitable discretionary decision-making through clear guidelines on resource allocations, available provisions, and in some instances, decision-trees that can assist with complex decision-making. To support frontline staff cohesion and job satisfaction, we recommend organizations implement worker learning communities. Worker learning communities regularly meet as a workshop, often led by internal organization staff, to learn new content, methods, and/or service delivery techniques, discuss complicated cases, or brainstorm new ideas to enhance equitable programming and services. While creative staffing plans like case teams are meant to build staff capacity, few social workers and other clinically trained service providers are supported in building management skills. We recommend explicit attention to the development of management and peer-leadership skills so team cohesion and decision-making can be actively cultivated within ambitious program development.
{"title":"Can Case-Management Teams Solve the Dilemmas of the Street-Level Bureaucrat? Evidence from a Nonprofit Case Study","authors":"Bridgette Davis, Marci Ybarra","doi":"10.1080/23303131.2023.2189439","DOIUrl":"https://doi.org/10.1080/23303131.2023.2189439","url":null,"abstract":"ABSTRACT Street-level bureaucracy (SLB) theory posits bureaucratic demands and resource scarcity are primary drivers of suboptimal SLB-client interactions. As such, mitigating SLBs’ bureaucratic work is considered key to improving client treatment. Yet, little evidence exists that reconfiguring bureaucratic demands enhances SLB client engagement or decision-making. To this end, this study considers a case management team model where lead caseworkers were primarily responsible for client engagement while case assistants managed bureaucratic demands in a large southwest nonprofit’s anti-poverty program. We draw on interviews (N = 38) at two points in time with team members to examine the relationship between bureaucratic delineation, resource allocations, and decision-making. We find that delineating bureaucratic work along with teams’ access to generous client provisions expands the breadth and quality of resource distribution, but this is mitigated by team relational demands such as frequent case meetings. Our findings suggest enhanced resources are not necessarily a panacea for improving SLB-client engagement. Practical Points To help case management teams, or frontline staff more generally, develop and maintain amenable organizational relationships, we recommend the use of team-building trainings, workshops, and activities. While we find that discretionary decision-making was enhanced by case management teams, disagreements or a lack of clarity were not eliminated. We recommend organizations assist frontline staff with equitable discretionary decision-making through clear guidelines on resource allocations, available provisions, and in some instances, decision-trees that can assist with complex decision-making. To support frontline staff cohesion and job satisfaction, we recommend organizations implement worker learning communities. Worker learning communities regularly meet as a workshop, often led by internal organization staff, to learn new content, methods, and/or service delivery techniques, discuss complicated cases, or brainstorm new ideas to enhance equitable programming and services. While creative staffing plans like case teams are meant to build staff capacity, few social workers and other clinically trained service providers are supported in building management skills. We recommend explicit attention to the development of management and peer-leadership skills so team cohesion and decision-making can be actively cultivated within ambitious program development.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"53 1","pages":"194 - 217"},"PeriodicalIF":1.2,"publicationDate":"2023-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84858643","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 : 2023-03-11DOI: 10.1080/23303131.2023.2187158
B. Mcbeath, Karen Hopkins
This editorial describes a January 2023 initiative by the Human Service Organizations Journal to identify elements informing the future craft of scholarship and research in a changing university and civic context. The initiative is couched in the need for more diverse approaches to scholarship and research in university and community-based practice settings. Fundamentally, the initiative seeks to be attentive to the context, content, and consequences of knowledge development and sharing. Contextually, it acknowledges that the number of faculty positions may be declining, and the scholarly and research demands being placed onto academics may be growing; while the number of non-faculty positions in public and private research institutions
这篇社论描述了《人类服务组织杂志》(Human Service Organizations Journal)于2023年1月发起的一项倡议，旨在确定在不断变化的大学和公民背景下，影响未来学术和研究工艺的因素。该倡议的内涵是需要在大学和社区实践环境中采取更多样化的奖学金和研究方法。从根本上说，该计划寻求关注知识发展和共享的背景、内容和结果。从背景来看，它承认教师职位的数量可能会下降，而对学者的学术和研究需求可能会增加;而公立和私立研究机构的非教师职位数量
{"title":"The Craft of Scholarship and Research in a Changing University and Civic Context","authors":"B. Mcbeath, Karen Hopkins","doi":"10.1080/23303131.2023.2187158","DOIUrl":"https://doi.org/10.1080/23303131.2023.2187158","url":null,"abstract":"This editorial describes a January 2023 initiative by the Human Service Organizations Journal to identify elements informing the future craft of scholarship and research in a changing university and civic context. The initiative is couched in the need for more diverse approaches to scholarship and research in university and community-based practice settings. Fundamentally, the initiative seeks to be attentive to the context, content, and consequences of knowledge development and sharing. Contextually, it acknowledges that the number of faculty positions may be declining, and the scholarly and research demands being placed onto academics may be growing; while the number of non-faculty positions in public and private research institutions","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"81 1","pages":"77 - 82"},"PeriodicalIF":1.2,"publicationDate":"2023-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89009098","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 : 2023-03-05DOI: 10.1080/23303131.2023.2186556
Michael Meyer, R. Millner, M. Mehrwald, P. Rameder
{"title":"A Test for the Welfare-Partnership: Austria’s Nonprofit Human Service Organizations in Times of Covid-19","authors":"Michael Meyer, R. Millner, M. Mehrwald, P. Rameder","doi":"10.1080/23303131.2023.2186556","DOIUrl":"https://doi.org/10.1080/23303131.2023.2186556","url":null,"abstract":"","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"2007 1","pages":""},"PeriodicalIF":1.2,"publicationDate":"2023-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80253635","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}
ABSTRACT Although community-based ethnic organizations (CBEOs) play a crucial role within the human services landscape, their role often remains unacknowledged. Our study examines the role of CBEOs in the context of the larger human services environment. Purposive sampling was used to interview immigrant/refugee CBEO leaders (N = 7). Four overarching themes emerged: perceived role of CBEOs in immigrant/refugee services; CBEO challenges in the human services environment; inclusion versus exclusion in the HSO network; and CBEO positioning as a way forward for human services. We argue for increased legitimization of CBEOs serving immigrant and refugee communities for an equitable human services environment.
{"title":"The Forgotten Human Service Sector: Leadership Narratives of Immigrant and Refugee-Led Community-Based Ethnic Organizations","authors":"Jaclyn Kirsch, Shambika Raut, Yesenia Alvarez-Padilla, Arati Maleku","doi":"10.1080/23303131.2023.2178990","DOIUrl":"https://doi.org/10.1080/23303131.2023.2178990","url":null,"abstract":"ABSTRACT Although community-based ethnic organizations (CBEOs) play a crucial role within the human services landscape, their role often remains unacknowledged. Our study examines the role of CBEOs in the context of the larger human services environment. Purposive sampling was used to interview immigrant/refugee CBEO leaders (N = 7). Four overarching themes emerged: perceived role of CBEOs in immigrant/refugee services; CBEO challenges in the human services environment; inclusion versus exclusion in the HSO network; and CBEO positioning as a way forward for human services. We argue for increased legitimization of CBEOs serving immigrant and refugee communities for an equitable human services environment.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"29 1","pages":"176 - 193"},"PeriodicalIF":1.2,"publicationDate":"2023-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85540365","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 : 2023-01-10DOI: 10.1080/23303131.2023.2165582
Karen M. Sewell, Jason M. Platts, Claire McMenemy
ABSTRACT Effective supervision is a key aspect of community-based mental health practice that may enrich staff development, and improve the quality of care for clients. This case study describes the organizational efforts of a not-for-profit, community-based mental health and addiction service provider to strengthen its approaches to clinical supervision. The organization’s leadership engaged in the development of a comprehensive model aimed at establishing a culture of internal clinical supervision to meet the needs of staff and clients. The model incorporates existing best practices, and may strengthen research on supervision through the integration of practice-based insight.
{"title":"Developing an Organizational Culture of Supervision in Community-Based Mental Health","authors":"Karen M. Sewell, Jason M. Platts, Claire McMenemy","doi":"10.1080/23303131.2023.2165582","DOIUrl":"https://doi.org/10.1080/23303131.2023.2165582","url":null,"abstract":"ABSTRACT Effective supervision is a key aspect of community-based mental health practice that may enrich staff development, and improve the quality of care for clients. This case study describes the organizational efforts of a not-for-profit, community-based mental health and addiction service provider to strengthen its approaches to clinical supervision. The organization’s leadership engaged in the development of a comprehensive model aimed at establishing a culture of internal clinical supervision to meet the needs of staff and clients. The model incorporates existing best practices, and may strengthen research on supervision through the integration of practice-based insight.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"3 1","pages":"236 - 246"},"PeriodicalIF":1.2,"publicationDate":"2023-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88479405","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 : 2023-01-03DOI: 10.1080/23303131.2022.2158977
Elizabeth D. Bennett, Michael T. Kalkbrenner, Howard H. Glasser, Brooke Tafoya, V. L. Nuño, Lindsay Bingham
ABSTRACT Human services professionals who work in child welfare face notable risks for burnout, which is associated with higher levels of job stress, job dissatisfaction, and turnover. The authors of this study developed and validated scores on the Inner Wealth Inventory (IWI), a screening tool for appraising Inner Wealth (IW), a strengths-based construct with implications for reducing burnout. The collective results of exploratory factor analysis, confirmatory factor analysis, convergent validity testing, and internal consistency reliability analyses supported the psychometric properties of the IWI with two independent samples of child welfare professionals. Implications for human service managers, researchers, and practitioners are discussed.
{"title":"Development and Initial Validation of Scores on the Inner Wealth Inventory: Implications for Human Service Management and Practice","authors":"Elizabeth D. Bennett, Michael T. Kalkbrenner, Howard H. Glasser, Brooke Tafoya, V. L. Nuño, Lindsay Bingham","doi":"10.1080/23303131.2022.2158977","DOIUrl":"https://doi.org/10.1080/23303131.2022.2158977","url":null,"abstract":"ABSTRACT Human services professionals who work in child welfare face notable risks for burnout, which is associated with higher levels of job stress, job dissatisfaction, and turnover. The authors of this study developed and validated scores on the Inner Wealth Inventory (IWI), a screening tool for appraising Inner Wealth (IW), a strengths-based construct with implications for reducing burnout. The collective results of exploratory factor analysis, confirmatory factor analysis, convergent validity testing, and internal consistency reliability analyses supported the psychometric properties of the IWI with two independent samples of child welfare professionals. Implications for human service managers, researchers, and practitioners are discussed.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"109 1","pages":"122 - 136"},"PeriodicalIF":1.2,"publicationDate":"2023-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77001463","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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