Organizational Culture and Retention in Public Child Welfare Services Organizations

1. Organizational Culture and Retention in Public Child Welfare Services Organizations David Chenot Ph.D

2. 2 9/14/07 David Chenot Ph.D Organizational Culture & Retention CCASSC Two years ago I asked for permission to survey your personnel and cooperation from your agencies. You provided both. Thank You! My sincere gratitude.My sincere gratitude.

3. 3 9/14/07 David Chenot Ph.D Organizational Culture & Retention The Problem Turnover Rates: PCWS Workforce, National: 15-22% (APHSA, 2005) PCWS Workforce, California: 1.) Average 9.8% (Clark & Fulcher, 2005) 2.) Range 9-23% (NCCD, 2006) Highly problematic for PCWS Agencies Cost, $10,000 annually per vacated position-(1995 dollars) (Graef & Hill, 2000) Estimates of total cost from an 18-state study $53.84 million (APHSA, 2005) Training issues Overall morale Harmful to SWs & CMs who leave due to the working conditions Increases workload & stress for SWs & CMs who remain Most important, very unhealthy for children & families served in PCWS agencies! Number-Ten These figures are all from conservative studies. National: American Public Human Services Association (2005). California: 1.) CalSWEC Study on the PCWS Workforce. In raw #s this represents: approx. 796 left their positions out of 8,160 in 2002-2003. 2.) National Council on Crime and Delinquency study. Last point, Contemplate the Attachment issues for kids already removed from their homes. One kid in a study in Milwaukee elected to call his newest SW, �#10� & refused to learn the SW�s name because they were one of a long line of SWs the kid had been assigned.These figures are all from conservative studies. National: American Public Human Services Association (2005). California: 1.) CalSWEC Study on the PCWS Workforce. In raw #s this represents: approx. 796 left their positions out of 8,160 in 2002-2003. 2.) National Council on Crime and Delinquency study. Last point, Contemplate the Attachment issues for kids already removed from their homes. One kid in a study in Milwaukee elected to call his newest SW, �#10� & refused to learn the SW�s name because they were one of a long line of SWs the kid had been assigned.

4. 4 9/14/07 David Chenot Ph.D Purpose of the Study To examine the impact organizational dynamics have on the retention of social workers and case managers in Central CA. PCWS agencies Organizational dynamics = perceptions of the overall working environment

5. 5 9/14/07 David Chenot Ph.D Organizational Culture & Retention Retention Retention may be viewed as the opposite of turnover In this study the focus was on retention as a desirable outcome Retention directly addresses the problem of turnover. Intent to stay has been the strongest predictor of retention in many studies historically Intent to stay was the proxy for retention in this study Intent to stay in the PCWS agency Intent to stay in the field of CWS This may not always be the case since there are scenarios in which examples of turnover may not be considered the opposite of retention and vice versa. Some studies differentiate between �preventable turnover� and �unpreventable turnover.� Promotion may be retention in the agency but a type of turnover for a position or classification in the agency. Retirement is certainly not retention but by some thinkers it may not be considered turnover. The retiring person is not voluntarily leaving. When someone is fired the agency wants them to leave and this would not be considered voluntary turnover or unpreventable turnover. This may not always be the case since there are scenarios in which examples of turnover may not be considered the opposite of retention and vice versa. Some studies differentiate between �preventable turnover� and �unpreventable turnover.� Promotion may be retention in the agency but a type of turnover for a position or classification in the agency. Retirement is certainly not retention but by some thinkers it may not be considered turnover. The retiring person is not voluntarily leaving. When someone is fired the agency wants them to leave and this would not be considered voluntary turnover or unpreventable turnover.

6. 6 9/14/07 David Chenot Ph.D Organizational Culture & Retention Theory Organizational Culture A �deep� construct in organizational theory. Conceptual definition Culture is composed of the assumptions, beliefs, values and behavioral norms shared in organizations. The shared nature of these elements is very important to culture as a concept. As you can see, this covers a lot of conceptual territory. That they are Shared is important but it doesn�t meet absolute consensus. As you can see, this covers a lot of conceptual territory. That they are Shared is important but it doesn�t meet absolute consensus.

7. 7 9/14/07 David Chenot Ph.D Organizational Culture & Retention Theory Organizational Culture Cultural Types Constructive The fulfillment of higher order satisfaction needs; i.e., self actualization, achievement, the motivation to excel, and a humanistic orientation marked by supportive behaviors and positive interpersonal interactions. Defensive Related to lower order security and protection needs; i.e., the approval of others (esp. authorities), conformity with conventional operations (rule-following), high levels of dependency, evasion of responsibility, blame and accountability. Assumptions, beliefs, values and norms and shared behavioral expectations�. The quest for self actualization.Assumptions, beliefs, values and norms and shared behavioral expectations�. The quest for self actualization.

8. 8 9/14/07 David Chenot Ph.D Organizational Culture & Retention Theory Organizational Climate Shared psychological climates-employees perceptions of the effects their work environments have on them. i.e., a sense of well-being and the impact employees have on the services they provide. Service Quality Attitudes and behaviors related to availability and responsivity to clients, dedication to client well-being, the effectiveness of services, etc.

9. 9 9/14/07 David Chenot Ph.D Organizational Culture & Retention Theory Work Attitudes Job Satisfaction Cognitive appraisal of work experiences and affective states connected to those appraisals. Commitment to the Organization Identification and involvement with the organization. Commitment to the Field of Child Welfare Services Identification and involvement with the field of CWS. Service Orientation Belief that the CWS practice is valuable to society. Job Sat= Affective states are most closely related to satisfaction, more than cognitive evaluations.Job Sat= Affective states are most closely related to satisfaction, more than cognitive evaluations.

10. 10 9/14/07 David Chenot Ph.D Organizational Culture & Retention I am using a great deal of Charles Glisson�s work in this study. I have borrowed from his conceptual model and certainly his measurement model as well. I have also used the work of Dr. Miriam Landsman esp. concerning the work attitudes variables. Org. Structure: things like agency-environment fit, agency size, decentralization or autonomy vs. formalization, etc. Not used in study. Organizational Performance: concerns the output of the organization and its ability to reach goals for services outputs. Goals include the Federal - Child & Family Service Review national standards.I am using a great deal of Charles Glisson�s work in this study. I have borrowed from his conceptual model and certainly his measurement model as well. I have also used the work of Dr. Miriam Landsman esp. concerning the work attitudes variables. Org. Structure: things like agency-environment fit, agency size, decentralization or autonomy vs. formalization, etc. Not used in study. Organizational Performance: concerns the output of the organization and its ability to reach goals for services outputs. Goals include the Federal - Child & Family Service Review national standards.

11. 11 9/14/07 David Chenot Ph.D Organizational Culture & Retention Methodology Primary Research Questions Does organizational culture affect the retention of social workers/case managers? How do constructive cultures affect retention? How do defensive cultures affect retention? How does organizational culture combine with work attitudes to affect the retention of social workers/case managers? Does organizational culture affect service quality? Does organizational culture combine with service quality to affect retention? Org Culture was viewed as either Constructive or Defensive in nature in this study. All research questions concerned the employees in the sample from PCWS in Central CA only.Org Culture was viewed as either Constructive or Defensive in nature in this study. All research questions concerned the employees in the sample from PCWS in Central CA only.

12. 12 9/14/07 David Chenot Ph.D Organizational Culture & Retention Methodology Hypotheses Constructive organizational culture has a positive relationship with the intent to stay in the agency and in the field of CWS. Defensive organizational culture has a negative relationship with the intent to stay in the agency and in the field of CWS. Job satisfaction and organizational commitment moderate the relationship between constructive organizational culture and intent to stay-agency. Commitment to the field and service orientation moderate the relationship between constructive organizational culture and intent to stay in the field-CWS. Defensive: I was really looking specifically at �passive defensive� organizational culture. The inverse of each of #s 3 & 4 was also hypothesized with Defensive Org Culture as the primary independent variable.Defensive: I was really looking specifically at �passive defensive� organizational culture. The inverse of each of #s 3 & 4 was also hypothesized with Defensive Org Culture as the primary independent variable.

13. 13 9/14/07 David Chenot Ph.D Organizational Culture & Retention Conceptual Model Only those constructs in the white areas were part of the study. Those in the shaded areas were not included in the study but are important in the conceptual model. Org culture is conceptualized to be the �prime mover� as it were. Org. culture effects all of the other organizational variables including retention. Org. Structure: things like agency-environment fit, agency size, decentralization or autonomy vs. formalization, etc. Not used in study. Only those constructs in the white areas were part of the study. Those in the shaded areas were not included in the study but are important in the conceptual model. Org culture is conceptualized to be the �prime mover� as it were. Org. culture effects all of the other organizational variables including retention. Org. Structure: things like agency-environment fit, agency size, decentralization or autonomy vs. formalization, etc. Not used in study.

14. 14 9/14/07 David Chenot Ph.D Organizational Culture & Retention Methodology Study Design Cross-sectional survey research design Sampling Initially a census sample. Convenience sample, due to the realities of the data gathering process. Purposive elements for Central CA. Purposive in nature. The size of the sample lends to the purposive qualities of the sample, esp. for Central-CA. Though the plan was to invite all SWs, CMs, & Sups in all agencies to participate in the study, due to the difficulties with the approval process & the logistics involved with data collection in some counties not all SWs & CMs were invited to participate. The total number of potential participants for the sample was estimated to be 1607. The number contacted was 1205 so the percentage out of the estimated census was 75%. The number of surveys returned is roughly 52% of the estimated census. Purposive in nature. The size of the sample lends to the purposive qualities of the sample, esp. for Central-CA. Though the plan was to invite all SWs, CMs, & Sups in all agencies to participate in the study, due to the difficulties with the approval process & the logistics involved with data collection in some counties not all SWs & CMs were invited to participate. The total number of potential participants for the sample was estimated to be 1607. The number contacted was 1205 so the percentage out of the estimated census was 75%. The number of surveys returned is roughly 52% of the estimated census.

15. 15 9/14/07 David Chenot Ph.D Organizational Culture & Retention Methodology Data Collection Eleven PCWS Agencies 31 data collection trips 4101 miles driven to collect data Number of valid responses: n=767 Number of groups: n=34 Number of agencies: n=11 Response rate: 69% My research asst. also took 3-data collection trips but the mileage is not included in this total. Response rate is unreliable. In many agencies recruitment methods were out of my hands almost as quickly as they began. So it was often difficult or impossible to get an accurate count of the numbers of individuals that were notified. The response rate is the best estimate from available information. Two agencies opted for alternative modes of data collection that definitely resulted in lower response rates. One wanted on-line the other wanted to collect data themselves.My research asst. also took 3-data collection trips but the mileage is not included in this total. Response rate is unreliable. In many agencies recruitment methods were out of my hands almost as quickly as they began. So it was often difficult or impossible to get an accurate count of the numbers of individuals that were notified. The response rate is the best estimate from available information. Two agencies opted for alternative modes of data collection that definitely resulted in lower response rates. One wanted on-line the other wanted to collect data themselves.

16. 16 9/14/07 David Chenot Ph.D Organizational Culture & Retention Sample See Handout entitled Sample and County Comparisons Sample Descriptive Statistics: pp. 1-9.

17. 17 9/14/07 David Chenot Ph.D Organizational Culture & Retention Methodology Analysis Plan Multilevel Modeling Cross-level Interaction Referent Shift Consensus Model Referent is moved from the individual to the collective Particularly important for culture: conceptualized as shared Overall consensus within groups but variation between groups Results Constructive organizational culture, organizational climate and service quality all met the criteria. Passive defensive organizational culture met the consensus criteria but was not significant for differences between groups PDOC was not used in the analyses Two-level model: individuals and groups. I tested various relationships at both levels and most importantly the interaction between the two levels. Referent Shift Consensus Model: Proponents of this model think that simple aggregation is a mistake when individual data is nested in groups. Aggregation leads to what they call a �Cross-level Fallacy.� So, the desired quality is some homogeneity among individuals in groups and enough heterogeneity across groups to consider a construct a cultural type. James suggests the rwg scores > .70 cut off. Between groups variation: Type-1 ICC tests. Eta-squared values Findings for PDOC may be fairly typical since Glisson thinks that this type of culture may be common in public agencies rather than Active Defensive cultures. Two-level model: individuals and groups. I tested various relationships at both levels and most importantly the interaction between the two levels. Referent Shift Consensus Model: Proponents of this model think that simple aggregation is a mistake when individual data is nested in groups. Aggregation leads to what they call a �Cross-level Fallacy.� So, the desired quality is some homogeneity among individuals in groups and enough heterogeneity across groups to consider a construct a cultural type. James suggests the rwg scores > .70 cut off. Between groups variation: Type-1 ICC tests. Eta-squared values Findings for PDOC may be fairly typical since Glisson thinks that this type of culture may be common in public agencies rather than Active Defensive cultures.

18. 18 9/14/07 David Chenot Ph.D Organizational Culture & Retention Results Bivariate Correlations Work attitudes associations reflect those found by Miriam Landsman Multicollinearity between Constructive Organizational Culture and Service Quality (r=.87) Correlations between all variables were significant at the p<.01 level.Correlations between all variables were significant at the p<.01 level.

19. 19 9/14/07 David Chenot Ph.D Organizational Culture & Retention Results Multivariate These are the results of two random coefficients models using only the individual or level-one variables. These are the significant coefficients that resulted in the analyses between work attitudes variables and the two outcome variables. These are the results of two random coefficients models using only the individual or level-one variables. These are the significant coefficients that resulted in the analyses between work attitudes variables and the two outcome variables.

20. 20 9/14/07 David Chenot Ph.D Organizational Culture & Retention Slope: Job Satisfaction and Intent-Agency EXAMPLE: For every unit of job satisfaction increases, intent to stay in the agency increases by .36. Job satisfaction was grand mean centered in order to use an overall approach for most social workers and other employees on job satisfaction. So this is the regression line for Job Satisfaction predicting Intent to Stay in the Agency. Org. Commitment had a little stronger relationship with Intent-Agency and Commit to the Field had quite a bit weaker relationship. With Intent Field-CWS both Job Sat and Commit to the Field had predictive effects. Commit to the Field was strongest. This particular constellation of relationships is very similar to the comparison of relationships strength Dr. Landsman found among these variables. EXAMPLE: For every unit of job satisfaction increases, intent to stay in the agency increases by .36. Job satisfaction was grand mean centered in order to use an overall approach for most social workers and other employees on job satisfaction. So this is the regression line for Job Satisfaction predicting Intent to Stay in the Agency. Org. Commitment had a little stronger relationship with Intent-Agency and Commit to the Field had quite a bit weaker relationship. With Intent Field-CWS both Job Sat and Commit to the Field had predictive effects. Commit to the Field was strongest. This particular constellation of relationships is very similar to the comparison of relationships strength Dr. Landsman found among these variables.

21. 21 9/14/07 David Chenot Ph.D Organizational Culture & Retention Methodology Analysis Plan Multilevel Modeling Data can be organized in 2-Level Models MLM is used for �nested data.� Individuals in groups. Org. Culture: Constructive and Defensive Some statisticians have suggested the rule of 30/30 as optimal for 2-level models (Hox). HLM-6 can handle 2 & 3 level designs in which the individual level data is nested in groups & the groups are nested in orgs. MLM is used for �nested data.� Individuals in groups. Org. Culture: Constructive and Defensive Some statisticians have suggested the rule of 30/30 as optimal for 2-level models (Hox). HLM-6 can handle 2 & 3 level designs in which the individual level data is nested in groups & the groups are nested in orgs.

22. 22 9/14/07 David Chenot Ph.D Organizational Culture & Retention Results Multivariate Cross-level analyses with HLM 6 Means as outcomes models Test for direct effects of group level variables on individual level variables. Example: Constructive organizational culture did not have an effect on intent to stay in the agency (.068, p=.170) Organizational climate did not have an effect on intent to stay in the agency (.004, p=.927)

23. 23 9/14/07 David Chenot Ph.D Organizational Culture & Retention Results Multivariate None of the direct relationships between group level constructs and the individual level outcome variables were statistically significant One interpretation: Group membership may not explain The impact of organizational dynamics on retention in Central Calif. PCWS agencies However, moderation was tested using group membership to represent organizational dynamics Caveat: Possible misspecification of organizational constructs through group membership. Most participants were grouped by program not by unit. Group level= Constructive organizational culture, organizational climate and service quality Individual level= Outcome variables intent to stay agency/field Group membership as configured for this particular study. There may have been misspecification of groups since they were grouped by service program but not all of them were grouped by the smaller units they worked with. Some were surveyed by unit but most were surveyed in larger meetings with mixed units and even programs. Group level= Constructive organizational culture, organizational climate and service quality Individual level= Outcome variables intent to stay agency/field Group membership as configured for this particular study. There may have been misspecification of groups since they were grouped by service program but not all of them were grouped by the smaller units they worked with. Some were surveyed by unit but most were surveyed in larger meetings with mixed units and even programs.

24. 24 9/14/07 David Chenot Ph.D Organizational Culture & Retention Results Multivariate analyses and hypotheses The hypotheses stated organizational culture would have a primary or direct effect on the outcome variables None of the hypotheses were supported Though Glisson & James (2002) reported significant results with organizational culture in one study, they have not had similar results in other studies- Glisson, Dukes & Green (2006). So, these results mirror some of Glisson�s findings. Though Glisson & James (2002) reported significant results with organizational culture in one study, they have not had similar results in other studies- Glisson, Dukes & Green (2006). So, these results mirror some of Glisson�s findings.

25. 25 9/14/07 David Chenot Ph.D Organizational Culture & Retention Results Multivariate analyses Exploratory analyses: Moderation Does group membership explain moderation of relationships between work attitudes variables and retention? Moderation by group-level variables Findings Constructive organizational culture and service quality did not moderate any of the significant relationships between level-one variables Organizational climate did moderate relationships in each model with between job satisfaction and the outcome variables Organizational climate is composed of: emotional exhaustion, depersonalization, role conflict and role overload - subscales Random intercepts and slopes models were used for this analysis.Random intercepts and slopes models were used for this analysis.

26. 26 9/14/07 David Chenot Ph.D Organizational Climate & Retention Using Job Satisfaction as an EXAMPLE of the findings. The coefficients for the intercepts were not significantly greater then zero.Using Job Satisfaction as an EXAMPLE of the findings. The coefficients for the intercepts were not significantly greater then zero.

27. 27 9/14/07 David Chenot Ph.D Organizational Climate & Retention Results were that when Job Sat is high, among groups that rate Org Climate as high even those with relatively high Job Sat are less likely to stay. Among groups that viewed Org Climate as low (not as negative in the agency) the relationship between Job Sat is much stronger (these folks are more likely to stay. So Job Sat effects Intent to stay-Agency as a function of Org. Climate. The same moderating effect by Org Climate resulted between Job Sat and Intent-Field. The moderation was not as strong, however. Job Sat. grand mean centered. If this was raw data the job sat scores would all be positive. We can draw an imaginary horizontal line at about 0 and look to the right to get the best idea of what is happening with the slopes. Org. Climate was standardized & the two lines represent the averaged upper & lower quartiles of Org. Climate.Results were that when Job Sat is high, among groups that rate Org Climate as high even those with relatively high Job Sat are less likely to stay. Among groups that viewed Org Climate as low (not as negative in the agency) the relationship between Job Sat is much stronger (these folks are more likely to stay. So Job Sat effects Intent to stay-Agency as a function of Org. Climate. The same moderating effect by Org Climate resulted between Job Sat and Intent-Field. The moderation was not as strong, however. Job Sat. grand mean centered. If this was raw data the job sat scores would all be positive. We can draw an imaginary horizontal line at about 0 and look to the right to get the best idea of what is happening with the slopes. Org. Climate was standardized & the two lines represent the averaged upper & lower quartiles of Org. Climate.

28. 28 9/14/07 David Chenot Ph.D Organizational Culture & Retention Results Multivariate analyses Exploratory analyses Moderation by Organizational Climate Organizational Climate reconfigured as two types of climate Engagement and Stress Engagement is composed of personal accomplishment and �personalization.� Stress is composed of emotional exhaustion, role conflict and role overload. Personalization is Depersonalization reverse coded.Personalization is Depersonalization reverse coded.

29. 29 9/14/07 David Chenot Ph.D Organizational Culture & Retention The intercepts were not significantly greater than zero. On the coefficients for the moderating effects are shown, the coefficients for the relationship between Job satisfaction and the two intent to stay variables are not shown. The coefficients for the relationship between commitment to the field and intent to stay in CWS are not shown. The intercepts were not significantly greater than zero. On the coefficients for the moderating effects are shown, the coefficients for the relationship between Job satisfaction and the two intent to stay variables are not shown. The coefficients for the relationship between commitment to the field and intent to stay in CWS are not shown.

30. 30 9/14/07 David Chenot Ph.D Organizational Culture & Retention Job Sat effects Intent to Stay-Agency as a function of the Engagement type of Org. Climate. Among groups that perceived engagement as higher in their agencies the relationship between Job Sat and Intent to Stay-Agency is stronger. When engagement is rated lower the relationships between Job Sat and Intent to Stay-Agency is weaker. So even when Job Sat is relatively high, when Engagement is seen as lower, folks are less likely to stay. It is just the opposite with stress with a little stronger moderating effect by stress. Also, the same moderating effects resulted in the models using work attitudes variables (Job Sat & Commit-Field) and Intent to Stay-Field. Job Sat effects Intent to Stay-Agency as a function of the Engagement type of Org. Climate. Among groups that perceived engagement as higher in their agencies the relationship between Job Sat and Intent to Stay-Agency is stronger. When engagement is rated lower the relationships between Job Sat and Intent to Stay-Agency is weaker. So even when Job Sat is relatively high, when Engagement is seen as lower, folks are less likely to stay. It is just the opposite with stress with a little stronger moderating effect by stress. Also, the same moderating effects resulted in the models using work attitudes variables (Job Sat & Commit-Field) and Intent to Stay-Field.

31. 31 9/14/07 David Chenot Ph.D Organizational Culture & Retention Results Multivariate analyses Control Variables Ethnicity When all ethnic groups were analyzed, there were no significant differences between ethnic groups However, when white and black PCWS employees were compared separately the difference was significant The difference was very close to significant between blacks and whites in the first analysis comparing all ethnicities. The difference was very close to significant between blacks and whites in the first analysis comparing all ethnicities.

32. 32 9/14/07 David Chenot Ph.D Organizational Culture & Retention A picture is worth a thousand words Black personnel by Agency Title were as follows: SWs-51, CMs-1, Sups-9, HSA-2, Other-1 A picture is worth a thousand words Black personnel by Agency Title were as follows: SWs-51, CMs-1, Sups-9, HSA-2, Other-1

33. 33 9/14/07 David Chenot Ph.D Organizational Culture & Retention Results Multivariate analyses Control Variables Highest Level of Education Both in the agency and in the field of CWS: The higher the level of education the less likely employees were to stay. This was particularly true when the relationships between various educational levels and intent to stay in the agency were moderated by stress. MSWs & BSWs were less likely to stay than those with all other degrees.

34. 34 9/14/07 David Chenot Ph.D Organizational Climate & Retention There was a similar set of relationships when Intent to Stay in the Field was the outcome variableThere was a similar set of relationships when Intent to Stay in the Field was the outcome variable

35. 35 9/14/07 David Chenot Ph.D Organizational Culture & Retention This figure displays the differences between those with degrees in SW compared to others on both outcome variables.This figure displays the differences between those with degrees in SW compared to others on both outcome variables.

36. 36 9/14/07 David Chenot Ph.D Organizational Culture & Retention County and area comparisons See Handout entitled Sample and County Comparisons Pages-10-15

37. 37 9/14/07 David Chenot Ph.D Organizational Climate & Retention Implications Policy Focus-Organizational Climate Even those who are more satisfied with their jobs are less likely to stay in more stressful climates Role conflict and role overload need to be decreased in order to retain employees Clarification of roles and streamlining responsibilities may improve perceptions of climate Increase participatory decision making Improve career ladders & professional development Enhancing engagement by creating an environment that is more conducive to personal accomplishment and less depersonalizing may be encouraged with structural changes For instance, increased participatory decision making that includes staff. Enhancing engagement by creating an environment that is more conducive to personal accomplishment and less depersonalizing may be encouraged with structural changes For instance, increased participatory decision making that includes staff.

38. 38 9/14/07 David Chenot Ph.D Organizational Climate & Retention Implications Practice Improved organizational climates are likely to enhance workforce development and improve service delivery A promising intervention ARC=Availability, Responsiveness & Continuity (Glisson & Schoenwald, 2005; Glisson, Dukes & Green, 2006) Targets all elements of organizational climate A group/team improvement approach Focuses on service provision Improved PCWS climates appear to improve service provision (Glisson & Hemmelgarn, 1998) Less stressful and more engaging climates may = a more stable workforce and higher quality service provision

39. 39 9/14/07 David Chenot Ph.D Organizational Climate & Retention Implications Practice Improved organizational climates are likely to enhance workforce development & retention Another effective team-based intervention Strolin & Cargini (2007): The Design Team Increased job satisfaction & commitment to the agency Lowered burnout & the intention to leave These researchers are out of New York. They studied both rural & urban county PCWS agencies.These researchers are out of New York. They studied both rural & urban county PCWS agencies.

40. 40 9/14/07 David Chenot Ph.D Organizational Culture, Climate & Retention Future Research Exploration of the experiences of black social workers in PCWS agencies in Central California Qualitative or mixed-methods research on organizational culture Further investigation of the link between climate and the quality of services in PCWS agencies This would include inquiry into the connection between client outcomes and organizational performance

41. 41 9/14/07 David Chenot Ph.D Organizational Culture, Climate & Retention Link to digital copy of my dissertation: http://www.ohiolink.edu/etd/view.cgi?case1169849653