Pub Date : 2023-01-01DOI: 10.1080/23303131.2022.2133037
Lucia Marina Lanfranconi Stamm, Ayda Basaran
ABSTRACT This study provides a comparative qualitative case study on two welfare-to-work (WTW) offices with a different understanding of equity and equality. By analyzing organizational documents (n = 27), manager interviews (n = 10), observations of worker-client interactions (n = 13) and worker interviews (n = 13), we find cross-case and within-case variation on frontline worker practices. In the equality-oriented organization, workers acknowledge structural differences, but their practices are more focused on gender- and color-blind equality in treatment. In the equity-oriented organization, we find that more workers implement equity practices. Our findings suggest that organizational context interplays with the practices and beliefs of frontline workers; hence, shaping the fairness of client treatment.
{"title":"Implementing Equity and Equality at the Frontline in Two Contrasting Welfare-To-Work (WTW) Organizations in California","authors":"Lucia Marina Lanfranconi Stamm, Ayda Basaran","doi":"10.1080/23303131.2022.2133037","DOIUrl":"https://doi.org/10.1080/23303131.2022.2133037","url":null,"abstract":"ABSTRACT This study provides a comparative qualitative case study on two welfare-to-work (WTW) offices with a different understanding of equity and equality. By analyzing organizational documents (n = 27), manager interviews (n = 10), observations of worker-client interactions (n = 13) and worker interviews (n = 13), we find cross-case and within-case variation on frontline worker practices. In the equality-oriented organization, workers acknowledge structural differences, but their practices are more focused on gender- and color-blind equality in treatment. In the equity-oriented organization, we find that more workers implement equity practices. Our findings suggest that organizational context interplays with the practices and beliefs of frontline workers; hence, shaping the fairness of client treatment.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"47 1","pages":"57 - 75"},"PeriodicalIF":1.2,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87211864","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 : 2022-12-30DOI: 10.1080/23303131.2022.2159907
Mary K. Twis, James C. Petrovich, Courtney Cronley, Anne Nordberg, David Woody
Abstract People experiencing homelessness are at increased risk of exposure to traumatic events, and face higher rates of suicidal ideation, traumatic brain injury, domestic violence, and sexual assault than the general population. As a result of this trauma prevalence among homeless populations, it is important that human service organizations (HSOs) integrate trauma-informed care (TIC) principles into their service delivery systems. Many HSOs who serve people experiencing homelessness, however, struggle to fully translate TIC principles into administrative practices that are felt as positive at the client level of care. This case study was conducted with focus groups of people experiencing homelessness (n = 13) to investigate the consequences of administrative practice decisions on participants' perceptions of powerlessness and the quality of care they receive from service delivery systems. Study participants repeatedly described their trauma and sense of powerlessness both while experiencing homelessness and while receiving services. Participants' discussion of the service delivery system's staff, policies, processes, and procedures hinged on whether and how they found these service delivery components to make them feel powerless and confused, or not. Study results point towards specific recommendations for how homelessness HSOs ought to implement TIC principles into the homelessness HSO service delivery context, with an emphasis on reducing clients' perceptions of powerlessness within service delivery systems.
{"title":"Trauma and Powerlessness Among People Experiencing Homelessness: Implications for Administrative Practice","authors":"Mary K. Twis, James C. Petrovich, Courtney Cronley, Anne Nordberg, David Woody","doi":"10.1080/23303131.2022.2159907","DOIUrl":"https://doi.org/10.1080/23303131.2022.2159907","url":null,"abstract":"Abstract People experiencing homelessness are at increased risk of exposure to traumatic events, and face higher rates of suicidal ideation, traumatic brain injury, domestic violence, and sexual assault than the general population. As a result of this trauma prevalence among homeless populations, it is important that human service organizations (HSOs) integrate trauma-informed care (TIC) principles into their service delivery systems. Many HSOs who serve people experiencing homelessness, however, struggle to fully translate TIC principles into administrative practices that are felt as positive at the client level of care. This case study was conducted with focus groups of people experiencing homelessness (n = 13) to investigate the consequences of administrative practice decisions on participants' perceptions of powerlessness and the quality of care they receive from service delivery systems. Study participants repeatedly described their trauma and sense of powerlessness both while experiencing homelessness and while receiving services. Participants' discussion of the service delivery system's staff, policies, processes, and procedures hinged on whether and how they found these service delivery components to make them feel powerless and confused, or not. Study results point towards specific recommendations for how homelessness HSOs ought to implement TIC principles into the homelessness HSO service delivery context, with an emphasis on reducing clients' perceptions of powerlessness within service delivery systems.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"2012 1","pages":"137 - 147"},"PeriodicalIF":1.2,"publicationDate":"2022-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87841940","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 : 2022-12-15DOI: 10.1080/23303131.2022.2158152
C. Fleming, Anne-Lise K. Velez, Christopher R. Prentice
ABSTRACT Nonprofits engage in various service and advocacy efforts to support their missions, and it is critical to effectively communicate the importance of these activities and their missions to donors. In these communications, it remains unclear the extent to which messaging from nonprofit elites such as coalitions and other nonprofit infrastructure organizations (NIOs) shapes donor support for service and advocacy activities, and which messages exhibit the strongest influence on donors. This survey experiment tests the effects of three strategic messages from a fictional NIO on respondents’ allocation of donation budgets between traditionally service-oriented nonprofits engaging in varying levels of service and advocacy activities. Results show messages promoting advocacy and social change yield substantial donation increases to nonprofits engaging in low and high levels of advocacy work. Messages pushing direct service failed to produce effects on donor intentions; however, findings suggest direct service may enjoy an inherent advantage in donor preference.
{"title":"The Power of Elites: A Survey Experiment of the Impact of Strategic Messaging on Donations to Nonprofits","authors":"C. Fleming, Anne-Lise K. Velez, Christopher R. Prentice","doi":"10.1080/23303131.2022.2158152","DOIUrl":"https://doi.org/10.1080/23303131.2022.2158152","url":null,"abstract":"ABSTRACT Nonprofits engage in various service and advocacy efforts to support their missions, and it is critical to effectively communicate the importance of these activities and their missions to donors. In these communications, it remains unclear the extent to which messaging from nonprofit elites such as coalitions and other nonprofit infrastructure organizations (NIOs) shapes donor support for service and advocacy activities, and which messages exhibit the strongest influence on donors. This survey experiment tests the effects of three strategic messages from a fictional NIO on respondents’ allocation of donation budgets between traditionally service-oriented nonprofits engaging in varying levels of service and advocacy activities. Results show messages promoting advocacy and social change yield substantial donation increases to nonprofits engaging in low and high levels of advocacy work. Messages pushing direct service failed to produce effects on donor intentions; however, findings suggest direct service may enjoy an inherent advantage in donor preference.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"12 1","pages":"99 - 121"},"PeriodicalIF":1.2,"publicationDate":"2022-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74738512","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 : 2022-12-15DOI: 10.1080/23303131.2022.2157355
Rosemary Vito, A. Schmidt Hanbidge, L. Brunskill
ABSTRACT Leaders are coping with multiple challenges during the COVID-19 pandemic and both individual and organizational resilience are critical to successfully manage this turbulent change. This qualitative study employed focus groups and online surveys to explore 25 directors’ and managers’ experience coping with the pandemic, along with organizational supports and resources, in three mental health/addiction agencies in Canada. Thematic data analysis revealed multiple individual and organizational challenges and opportunities, resilience factors, and supports. These results expand empirical research on resilience factors during turbulent change and are relevant for leaders coping with future crises. Practice Points Leaders faced multiple individual challenges, including uncertainty, vulnerability, and fear, heavy workloads and difficult decisions, fatigue and stress; these may serve as a caution for future leaders facing unprecedented changes in human services. Organizational challenges included strained internal/external relationships, social isolation, difficulty balancing client/staff safety and service standards; they illustrate the struggle for leaders to balance competing organizational agendas during trying times. Opportunities included risk-taking and adaptability to rapid changes, innovation and creative solutions, internal/external collaboration with partners, leadership development and succession planning for longer-term sustainability. Leaders’ individual resilience factors included development of enhanced self-confidence, collaboration, communication and problem-solving skills, compassion and empathy, humility, gratitude, hardiness, perseverance, and patience. Organizational resilience and sustainability can be nurtured through emotional connection and support, organizational culture and teamwork, clear communication, shared decision-making, clear values and mission, and work-home life balance.
{"title":"Leadership and Organizational Challenges, Opportunities, Resilience, and Supports during the COVID-19 Pandemic","authors":"Rosemary Vito, A. Schmidt Hanbidge, L. Brunskill","doi":"10.1080/23303131.2022.2157355","DOIUrl":"https://doi.org/10.1080/23303131.2022.2157355","url":null,"abstract":"ABSTRACT Leaders are coping with multiple challenges during the COVID-19 pandemic and both individual and organizational resilience are critical to successfully manage this turbulent change. This qualitative study employed focus groups and online surveys to explore 25 directors’ and managers’ experience coping with the pandemic, along with organizational supports and resources, in three mental health/addiction agencies in Canada. Thematic data analysis revealed multiple individual and organizational challenges and opportunities, resilience factors, and supports. These results expand empirical research on resilience factors during turbulent change and are relevant for leaders coping with future crises. Practice Points Leaders faced multiple individual challenges, including uncertainty, vulnerability, and fear, heavy workloads and difficult decisions, fatigue and stress; these may serve as a caution for future leaders facing unprecedented changes in human services. Organizational challenges included strained internal/external relationships, social isolation, difficulty balancing client/staff safety and service standards; they illustrate the struggle for leaders to balance competing organizational agendas during trying times. Opportunities included risk-taking and adaptability to rapid changes, innovation and creative solutions, internal/external collaboration with partners, leadership development and succession planning for longer-term sustainability. Leaders’ individual resilience factors included development of enhanced self-confidence, collaboration, communication and problem-solving skills, compassion and empathy, humility, gratitude, hardiness, perseverance, and patience. Organizational resilience and sustainability can be nurtured through emotional connection and support, organizational culture and teamwork, clear communication, shared decision-making, clear values and mission, and work-home life balance.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"53 1","pages":"83 - 98"},"PeriodicalIF":1.2,"publicationDate":"2022-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73165032","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 : 2022-12-02DOI: 10.1080/23303131.2022.2153515
B. Mcbeath, Karen Hopkins
As we reflect upon the contributions in Volume 46 (2022), we express our continued appreciation to you as authors, reviewers, and readers of the journal. The quality of your contributions can be seen in the research articles, guest editorials, and Learning from the Field cases displayed this year. We note in particular the invaluable service provided by our 2021–2022 peer reviewers, whose names are listed below and whose perspectives have been essential in improving the papers in the journal. Our reflections also involve reappraisal in the service of supporting a community of scholars, researchers, and practitioners. One form of reappraisal can be seen in single-topic literature reviews, as exemplified by the article by Graham and colleagues that focuses upon organizational change in human service organizations (Graham et al., 2022). Another form of reappraisal involves multi-topic or cumulative literature reviews, as exemplified by the paper by Kang and colleagues that identifies major scholarly themes across 40 years of this journal (Kang et al., 2022). A third form can be seen in the celebration of life that Austin (2022) share in response to the passing of Editor-in-Chief Emeritus Rino J. Patti. Each form of reappraisal is essential. Single-topic and cumulative literature reviews contribute to the articulation of conceptual and practical frameworks, by identifying where core concepts and topics may be resonant or absent, and by suggesting opportunities and needed directions for future theory, empirical research, and practice. In addition, commentaries on esteemed scholars provide an opportunity to appreciate their many contributions – as scholar-researchers, mentors, colleagues, boundary spanning leaders, and public servants – from different vantage points. These forms of reappraisal have at their core an emphasis upon scholarship to the benefit of a diverse community. Because our journal strives to reflect academic and practice audiences, it is critical to create collaborative spaces for both to be well represented. For example, Kang et al. (2022) note that their literature review aims to stimulate “innovative future research on human service organizations that could further reduce the gaps between management practice and research” (p. 11). Similarly, Graham et al. (2022) argue, “Knowledge on organizational change should be approachable for diverse stakeholders to foster broad and shared understanding and help support consensus building from theorizing through implementation” (p. 50). In addition, Austin (2022) identify Rino Patti’s gentle and constant leadership in advancing the integration of macro practice and research, to the benefit of students, scholars, and practitioners in university and civic spaces. We also look ahead to the issues comprising Volume 47 (2023). Looking forward involves appreciating the articles in our current issue. In “Predicting Retention for a Diverse and Inclusive Child Welfare Workforce,” Zeitlin and colleagues
当我们反思第46卷(2022)的贡献时，我们对您作为期刊的作者、审稿人和读者表示持续的感谢。你们贡献的质量可以从今年展示的研究文章、客座社论和实地学习案例中看到。我们特别注意到我们2021-2022年的同行审稿人提供的宝贵服务，他们的名字列在下面，他们的观点对改进期刊上的论文至关重要。我们的反思还包括在支持学者、研究人员和实践者社区的服务中进行重新评估。在单一主题的文献综述中可以看到一种形式的重新评估，如Graham及其同事的文章所示，该文章专注于人类服务组织的组织变革(Graham et al.， 2022)。另一种形式的重新评估涉及多主题或累积文献综述，如Kang及其同事的论文所示，该论文确定了该期刊40年来的主要学术主题(Kang et al.， 2022)。第三种形式可以在《奥斯汀》(2022)为纪念名誉主编里诺·j·帕蒂去世而分享的对生命的庆祝中看到。每一种形式的重新评估都是必不可少的。单主题和累积文献综述有助于概念和实践框架的清晰表达，通过确定核心概念和主题可能引起共鸣或缺失的地方，并通过为未来的理论、实证研究和实践提出机会和所需的方向。此外，对受人尊敬的学者的评论提供了一个机会，让我们从不同的角度欣赏他们的许多贡献——作为学者研究人员、导师、同事、跨越边界的领导者和公务员。这些形式的重新评估的核心是强调学术，以造福于多元化的社区。由于我们的期刊努力反映学术和实践的受众，因此为两者创造良好的代表合作空间至关重要。例如，Kang等人(2022)指出，他们的文献综述旨在刺激“对人类服务组织的创新未来研究，从而进一步缩小管理实践与研究之间的差距”(第11页)。同样，Graham等人(2022)认为，“组织变革的知识应该对不同的利益相关者来说是可接近的，以促进广泛和共享的理解，并帮助支持从理论到实施的共识建立”(第50页)。此外，Austin(2022)确定了绿诺·帕蒂在推进宏观实践与研究的整合方面的温和和持续的领导作用，以造福于大学和公民空间的学生、学者和从业者。我们还展望了第47卷(2023年)中的问题。展望未来包括欣赏本期的文章。在《预测多元化和包容性儿童福利工作人员的留任率》中，Zeitlin和同事利用多地点调查数据发现，在儿童福利机构中，有色人种员工与其他肤色员工预测留任率和工作满意度的因素有所不同;他们认为有色人种员工需要专门的领导力发展平台。在《“我们一度没有论文资金”:赠款和COVID危机如何影响儿童倡导中心的服务提供》一书中，Addison和Rubin指出，儿童倡导中心为满足日益增长的儿童、父母和家庭需求而进行的规划工作如何受到不可预测和过度限制的公共资金的负面影响;他们主张提供充足和灵活的资金，以促进多学科团队的支持。在“社会工作环境中的加班:倦怠、人-组织价值一致性和中国社会工作者离职倾向的关系”一文中，Jiang等分析了中国社会工作纵向调查，描述了倦怠和人-组织价值一致性如何影响社会工作者加班和离职倾向的关系;他们提出了减少过度工作和提高工作灵活性的方法。《在两个人类服务组织的第一线实现公平与平等:管理、领导与治理》，第47卷，第23期。1,1 - 8 https://doi.org/10.1080/23303131.2022.2153515
{"title":"Looking Back and Forward","authors":"B. Mcbeath, Karen Hopkins","doi":"10.1080/23303131.2022.2153515","DOIUrl":"https://doi.org/10.1080/23303131.2022.2153515","url":null,"abstract":"As we reflect upon the contributions in Volume 46 (2022), we express our continued appreciation to you as authors, reviewers, and readers of the journal. The quality of your contributions can be seen in the research articles, guest editorials, and Learning from the Field cases displayed this year. We note in particular the invaluable service provided by our 2021–2022 peer reviewers, whose names are listed below and whose perspectives have been essential in improving the papers in the journal. Our reflections also involve reappraisal in the service of supporting a community of scholars, researchers, and practitioners. One form of reappraisal can be seen in single-topic literature reviews, as exemplified by the article by Graham and colleagues that focuses upon organizational change in human service organizations (Graham et al., 2022). Another form of reappraisal involves multi-topic or cumulative literature reviews, as exemplified by the paper by Kang and colleagues that identifies major scholarly themes across 40 years of this journal (Kang et al., 2022). A third form can be seen in the celebration of life that Austin (2022) share in response to the passing of Editor-in-Chief Emeritus Rino J. Patti. Each form of reappraisal is essential. Single-topic and cumulative literature reviews contribute to the articulation of conceptual and practical frameworks, by identifying where core concepts and topics may be resonant or absent, and by suggesting opportunities and needed directions for future theory, empirical research, and practice. In addition, commentaries on esteemed scholars provide an opportunity to appreciate their many contributions – as scholar-researchers, mentors, colleagues, boundary spanning leaders, and public servants – from different vantage points. These forms of reappraisal have at their core an emphasis upon scholarship to the benefit of a diverse community. Because our journal strives to reflect academic and practice audiences, it is critical to create collaborative spaces for both to be well represented. For example, Kang et al. (2022) note that their literature review aims to stimulate “innovative future research on human service organizations that could further reduce the gaps between management practice and research” (p. 11). Similarly, Graham et al. (2022) argue, “Knowledge on organizational change should be approachable for diverse stakeholders to foster broad and shared understanding and help support consensus building from theorizing through implementation” (p. 50). In addition, Austin (2022) identify Rino Patti’s gentle and constant leadership in advancing the integration of macro practice and research, to the benefit of students, scholars, and practitioners in university and civic spaces. We also look ahead to the issues comprising Volume 47 (2023). Looking forward involves appreciating the articles in our current issue. In “Predicting Retention for a Diverse and Inclusive Child Welfare Workforce,” Zeitlin and colleagues","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"131 ","pages":"1 - 8"},"PeriodicalIF":1.2,"publicationDate":"2022-12-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72419897","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 : 2022-09-20DOI: 10.1080/23303131.2022.2115432
W. Zeitlin, Catherine K. Lawrence, Salvador Armendariz, Kira Chontow
ABSTRACT Retaining staff remains a challenge for public and private child welfare organizations, and current research does not explain the underrepresentation of workers of Color in leadership and supervisory positions. This study used data from a multi-site survey of child welfare staff to compare factors associated with intention to remain employed between caseworkers of Color and White caseworkers using path analysis. Factors associated with job satisfaction, the strongest predictor of intention to remain employed for both groups in our path analysis, differed slightly between workers of Color and White workers. Age and job stress were significantly more influential for workers of Color, while work related burnout was more more influential for White workers. For workers of Color, perception of leadership was significantly more influential on workers’ of Color intention to remain employed, compared to White workers, and having an MSW was a significant predictor of intent to remain employed for White workers, but not for workers of Color. Implications for agency practice and policy, including suggested strategies to address retention of workers at the caseworker level, are discussed.
{"title":"Predicting Retention for a Diverse and Inclusive Child Welfare Workforce","authors":"W. Zeitlin, Catherine K. Lawrence, Salvador Armendariz, Kira Chontow","doi":"10.1080/23303131.2022.2115432","DOIUrl":"https://doi.org/10.1080/23303131.2022.2115432","url":null,"abstract":"ABSTRACT Retaining staff remains a challenge for public and private child welfare organizations, and current research does not explain the underrepresentation of workers of Color in leadership and supervisory positions. This study used data from a multi-site survey of child welfare staff to compare factors associated with intention to remain employed between caseworkers of Color and White caseworkers using path analysis. Factors associated with job satisfaction, the strongest predictor of intention to remain employed for both groups in our path analysis, differed slightly between workers of Color and White workers. Age and job stress were significantly more influential for workers of Color, while work related burnout was more more influential for White workers. For workers of Color, perception of leadership was significantly more influential on workers’ of Color intention to remain employed, compared to White workers, and having an MSW was a significant predictor of intent to remain employed for White workers, but not for workers of Color. Implications for agency practice and policy, including suggested strategies to address retention of workers at the caseworker level, are discussed.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"27 1","pages":"9 - 27"},"PeriodicalIF":1.2,"publicationDate":"2022-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90167789","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 : 2022-09-13DOI: 10.1080/23303131.2022.2118916
Sharon Zanti, D. Culhane
ABSTRACT This paper describes methods for conducting equity-focused needs assessments in human service organizations (HSOs). We begin with an overview of needs assessments in social welfare, then describe a three-phase methodology for bringing an equity lens to traditional needs assessment approaches. Central to this methodology is convening stakeholders and addressing issues of power and trust between those leading the needs assessment and those impacted by the process. Key challenges for executing equity-focused needs assessments are discussed, including the need to coordinate across multiple levels of government; enhance collaboration between academics, practitioners, and communities; and improve secure access to high-quality data for analysis.
{"title":"A Three-Phase Methodology for Conducting Equity-Focused Needs Assessments","authors":"Sharon Zanti, D. Culhane","doi":"10.1080/23303131.2022.2118916","DOIUrl":"https://doi.org/10.1080/23303131.2022.2118916","url":null,"abstract":"ABSTRACT This paper describes methods for conducting equity-focused needs assessments in human service organizations (HSOs). We begin with an overview of needs assessments in social welfare, then describe a three-phase methodology for bringing an equity lens to traditional needs assessment approaches. Central to this methodology is convening stakeholders and addressing issues of power and trust between those leading the needs assessment and those impacted by the process. Key challenges for executing equity-focused needs assessments are discussed, including the need to coordinate across multiple levels of government; enhance collaboration between academics, practitioners, and communities; and improve secure access to high-quality data for analysis.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"67 1","pages":"414 - 434"},"PeriodicalIF":1.2,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73593325","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 : 2022-09-13DOI: 10.1080/23303131.2022.2119626
Kalysta Addison, Z. Rubin
ABSTRACT The confluence of the two major challenges has combined to create special challenges for rural nonprofits serving victims of crime: the fluctuation of federal funding, and the Covid-19 pandemic. We discuss the challenges faced by Child Advocacy Centers in northwestern South Carolina in the context of these shifting challenges. From qualitative interviews conducted at 14 centers in this primarily rural region, we explain the challenges they face and the potential effects on the communities they serve interpreted through the lens of Resource Dependence Theory, which predicts that organizations reduce uncertainty of funding through increasing their partnership bonds with cooperative entities.
{"title":"“At One Point We Had No Funding for Paper”: How Grants and the Covid Crises Have Shaped Service Provision in Child Advocacy Centers","authors":"Kalysta Addison, Z. Rubin","doi":"10.1080/23303131.2022.2119626","DOIUrl":"https://doi.org/10.1080/23303131.2022.2119626","url":null,"abstract":"ABSTRACT The confluence of the two major challenges has combined to create special challenges for rural nonprofits serving victims of crime: the fluctuation of federal funding, and the Covid-19 pandemic. We discuss the challenges faced by Child Advocacy Centers in northwestern South Carolina in the context of these shifting challenges. From qualitative interviews conducted at 14 centers in this primarily rural region, we explain the challenges they face and the potential effects on the communities they serve interpreted through the lens of Resource Dependence Theory, which predicts that organizations reduce uncertainty of funding through increasing their partnership bonds with cooperative entities.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"43 1","pages":"42 - 56"},"PeriodicalIF":1.2,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77096971","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 : 2022-09-08DOI: 10.1080/23303131.2022.2114566
Iris Posklinsky
ABSTRACT In times of shrinking resources and fragmented societies, partnership is a value-driven social structure that should be theorized in order to be considered for implementation, effectively and sustainably. Recognizing the scarce theoretical perspectives on partnership, this article addresses the lack of an integrated universal model. It delineates the theoretical field through extensive literature review, reaffirming the critical gap in knowledge. Original qualitative research utilized an international case-study of a social partnership, and a historic investigation since its inception three decades ago. A Grounded Theory Methodology guided the systemic analysis of the empirical data, culminating in a proposed universal partnership model. The study finds mutuality to be the heart of a partnership and a differentiating criterion from other social structures. Three pillars that are grounded in mutuality sustain a partnership, and include a common ground, connection, and commitment. Further research is needed to test the proposed model on other diverse partnerships.
{"title":"A Universal Partnership Model: A Whole that is Greater when Integrating its Parts","authors":"Iris Posklinsky","doi":"10.1080/23303131.2022.2114566","DOIUrl":"https://doi.org/10.1080/23303131.2022.2114566","url":null,"abstract":"ABSTRACT In times of shrinking resources and fragmented societies, partnership is a value-driven social structure that should be theorized in order to be considered for implementation, effectively and sustainably. Recognizing the scarce theoretical perspectives on partnership, this article addresses the lack of an integrated universal model. It delineates the theoretical field through extensive literature review, reaffirming the critical gap in knowledge. Original qualitative research utilized an international case-study of a social partnership, and a historic investigation since its inception three decades ago. A Grounded Theory Methodology guided the systemic analysis of the empirical data, culminating in a proposed universal partnership model. The study finds mutuality to be the heart of a partnership and a differentiating criterion from other social structures. Three pillars that are grounded in mutuality sustain a partnership, and include a common ground, connection, and commitment. Further research is needed to test the proposed model on other diverse partnerships.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"17 1","pages":"435 - 451"},"PeriodicalIF":1.2,"publicationDate":"2022-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90952431","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 : 2022-09-08DOI: 10.1080/23303131.2022.2121347
Shan Jiang, Chaoxin Jiang, Yuhang Cheng
ABSTRACT Working overtime is one of the risk factors for turnover intention; however, little is known about its mediating and moderating mechanisms, especially among social workers. This study adds to the knowledge through investigating the mediating role of burnout and the moderating role of person-organization value congruence. A sample of 5,930 Chinese social workers (Mean age = 30.4 years old, SD = 7.9) is obtained from the China Social Work Longitudinal Study (CSWLS) 2019. Results illustrate that burnout mediates the relationship between working overtime and turnover intention. Additionally, the direct effect of working overtime on turnover intention is moderated by person-organization value congruence, with the effect being weaker for social workers with high person-organization value congruence than for those with low person-organization value congruence. These findings provide new insights for explaining how working overtime influences turnover intention. Implications for policy and practice are also discussed.
{"title":"Working Overtime in Social Work Settings: Associations with Burnout, Person-organization Value Congruence and Turnover Intentions among Chinese Social Workers","authors":"Shan Jiang, Chaoxin Jiang, Yuhang Cheng","doi":"10.1080/23303131.2022.2121347","DOIUrl":"https://doi.org/10.1080/23303131.2022.2121347","url":null,"abstract":"ABSTRACT Working overtime is one of the risk factors for turnover intention; however, little is known about its mediating and moderating mechanisms, especially among social workers. This study adds to the knowledge through investigating the mediating role of burnout and the moderating role of person-organization value congruence. A sample of 5,930 Chinese social workers (Mean age = 30.4 years old, SD = 7.9) is obtained from the China Social Work Longitudinal Study (CSWLS) 2019. Results illustrate that burnout mediates the relationship between working overtime and turnover intention. Additionally, the direct effect of working overtime on turnover intention is moderated by person-organization value congruence, with the effect being weaker for social workers with high person-organization value congruence than for those with low person-organization value congruence. These findings provide new insights for explaining how working overtime influences turnover intention. Implications for policy and practice are also discussed.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"26 1","pages":"28 - 41"},"PeriodicalIF":1.2,"publicationDate":"2022-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80116298","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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