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Case-Supportive Technology Virginia - Key Findings, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Background

The Virginia Department of Social Services (VDSS) is a state-supervised, locally-administered child welfare system with 120 local departments of social services (LDSS). In 2016, VDSS had a turnover rate of 29% among their entry level Family Services Specialists. In response to child welfare caseworker concerns about excessive burdens associated with administrative, travel, and documentation tasks, VDSS elected to implement two technological interventions: transcription services in 2017-2018 and COMPASS|Mobile in 2019-2020. The QIC-WD developed a logic model, supported implementation, and conducted a short- and long-term outcome evaluation based on a theory of change that described how and …

Case-Supportive Technology Virginia - Intervention Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Virginia Department of Social Services (VDSS) and the QIC-WD designed a multi-phase case-supportive technology intervention to help child welfare caseworkers complete their case notes and other administrative tasks required as part of their job. The decision by VDSS to implement technological supports for caseworkers was informed by two data collection efforts:

1. Listening sessions, held by VDSS staff in each region of the state, and

2. Exit survey results from all 120 local departments of social services (LDSS).

These data collection efforts found that the biggest complaint among caseworkers, particularly those leaving their jobs, was the lack of technological …

Case-Supportive Technology Virginia - Intervention Background, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

What are technology supports and why were they selected?

According to Berzin, Singer, & Chan, 2015, one of the “12 Grand Challenges of Social Work” is a focus on practice innovation through technology in the digital age. The premise is that by integrating technology into the field of social work and creating practice innovations through information communication technology (ICT), transformative social change will be facilitated. ICT tools include computers for data input and analysis, management information systems (MIS) to capture and record client case information, tapping into to the web to further facilitate access to information and communication via …

Case-Supportive Technology Virginia - Site Intervention Logic Model, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Each QIC-WD site developed a logic model to serve as a visual representation of their selected intervention. All logic models included four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result or changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes. For more information see Site Overview.

Case-Supportive Technology Virginia - Evaluation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The QIC-WD evaluation was conducted with the support of the Virginia Department of Social Services to determine if a Case-Supportive Technology intervention was effective in improving workforce and child welfare outcomes.

Research Questions

The site-level evaluation for Virginia was designed to understand implementation of and outcomes related to two technology innovations: (1) transcription and (2) a mobility application. See the Intervention Overview for more information.

Relationships among intervention components, outputs, and outcomes were mapped out in Virginia’s logic model. Initial research questions of interest included how well the components of the intervention were received by staff, usage of the …

Case-Supportive Technology Virginia - Implementation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Implementation Team

The QIC-WD worked with the Virginia Department of Social Services (VDSS) to establish a Workforce Development Council to lead the development and implementation of their case-supportive technology intervention. The Workforce Development Council was composed of representatives from local departments of social services (LDSS), including frontline caseworkers, supervisors, and directors, as well as regional and state VDSS staff. Additional members of the Workforce Development Council included the Site Implementation Manager (SIM), the Data Coordinator, and four members of the QIC-WD (representing expertise in workforce, implementation, and two for evaluation given the expedited timeline of the project and …

Case-Supportive Technology Virginia - Theory Of Change, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

During the needs assessment process, a theory of change was developed for the primary area of need identified in partnership with the Virginia Department of Social Services (VDSS). Through a series of steps and causal links, a theory of change provides a roadmap to address the root causes of an identified workforce problem and describes how and why changes are expected to lead to the desired outcomes. In Virginia, the theory was informed by the needs assessment process conducted by VDSS prior to the involvement of the Quality Improvement Center for Workforce Development (QIC-WD). They found that the biggest complaint …

Telework Washington - Site Intervention Logic Model, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Each QIC-WD site developed a logic model to serve as a visual representation of their selected intervention. All logic models included four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result or changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes. For more information see Site Overview.

Telework Washington - Evaluation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The QIC-WD evaluation was conducted with the support of the Washington State Department of Children, Youth & Families (DCYF) to determine if a telework program was effective in improving workforce and child welfare outcomes. The evaluation, as outlined in the Logic Model, was approved by the Washington State Institutional Review Board (IRB).

Research Questions

The evaluation included two components, a process evaluation and an outcome evaluation. The following research questions were used to guide the evaluations.

Process Evaluation Questions

• Were telework-eligible staff aware of the telework program and its timelines, and do they understand how to obtain information about …

Telework Washington - Implementation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Implementation Team

The QIC-WD worked with the Washington Department of Children, Youth & Families (DCYF) to establish an implementation team to lead the development and implementation of their intervention. The Implementation Team was composed of representatives from Human Resources (HR), Information Technology (IT), Training, Continuous Quality Improvement, Union representatives, regionally based DCYF frontline staff and administrators, DCYF leadership, the Site Implementation Manager (SIM), the Data Coordinator (DC), and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation). The SIM and Data Coordinator positions were partially funded by the QIC-WD. All team members were recruited by DCYF …

Telework Washington - Theory Of Change, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

During the needs assessment process, theories of change were developed for the three primary areas of need identified in partnership with the Washington State Department of Children, Youth and Families. Through a series of steps and causal links, a theory of change provides a roadmap to address the root causes of an identified workforce problem and describes how and why changes are expected to lead to the desired outcomes. In Washington, the theories were informed by various aspects of the needs assessment process (e.g., survey data, root cause analyses, implementation team input) and relevant research on the targeted workforce problems. …

Telework Washington - Dcyf Telework Handbook, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Telework Washington - Dcyf Telework Employee Self-Assessment, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Telework Washington - Intervention Background, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

What is telework and why was it selected?

Telework is a type of alternative work arrangement in which employees perform some or all of their job duties at an approved location other than their official worksite. Other labels for telework include telecommuting, remote work, mobile work, virtual work, distance work, distributed work, work from/at home, and flexplace, though definitions can vary (e.g., Allen, Golden, & Shockley, 2015).

The Washington Department of Children, Youth & Families (DCYF) selected telework in response to several factors identified during the exploration phase of the project:

• surveys showing staff dissatisfaction with the limited mobility …

Telework Washington - Key Findings, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Background

Washington’s Department of Children, Youth & Families (DCYF) began working with the QIC-WD in 2017 to better understand its workforce challenges and address its external turnover rate of about 26%. The team examined many contributing factors through a needs assessment and designed a telework intervention. In addition to meeting project criteria, two other factors made telework a good fit as the QIC-WD intervention: 1) Child Welfare Field Operations (CWFO) had recent experience with implementing telework as a pilot project, and there was interest in expansion; and 2) there was a new executive order from the governor that required …

Telework Washington - Needs Assessment Summary, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Exploration of Needs

The Quality Improvement Center for Workforce Development (QIC-WD) worked with the Washington Department of Children, Youth & Families (DCYF) to conduct a needs assessment. A variety of information was explored to learn about the workforce and the agency’s child welfare workforce practices, including 1) recruitment, hiring, and retention metrics and processes, 2) organizational culture and climate, and 3) other workforce processes and initiatives, such as onboarding, mentoring, supervision, performance management, and employee recognition. More specifically, four major types of information were considered:

1. objective data from various agency databases and reports;
2. subjective perceptions of staff and supervisors, …

Telework Washington - Intervention Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Washington Department of Children, Youth & Families (DCYF) Child Welfare Field Operations (CWYO) telework program was developed by reviewing policies, practices, experiences and research distilled from materials produced by numerous federal and state agencies (for example, www.telework.gov). (At the time of intervention development, the QIC-WD was unable to identify child welfare agencies with formal telework policies and protocols.) In addition, the experiences of approximately 30 Field Operations Intake workers who participated in a DCYF 2018 telework pilot also contributed to developing the telework program. Lastly, the project’s Implementation Team informed the feasibility of a telework program for DCYF …

Telework Washington - Final Summary, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Designing a Telework Strategy to Improve Retention

Washington Department of Children, Youth & Families (DCYF) is a state-operated child welfare system. Child Welfare Field Operations is divided into six regions and employs approximately 2,200 people who are responsible for the direct service to children and families with active child welfare cases. In 2017, DCYF had an annual external turnover rate of about 26%. They applied to be a QIC-WD site with the goal of strengthening their child welfare workforce.

When DCYF started working with the Quality Improvement Center for Workforce Development (QIC-WD), an Implementation Team¬¬ was established to participate in …

Telework Washington - Site Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Washington Department of Children, Youth & Families (DCYF) is a cabinet-level agency focused on the well-being of children, with a vision that "Washington state’s children and youth grow up safe and healthy— thriving physically, emotionally and academically, nurtured by family and community." As a newly established state agency, DCYF oversees several services previously offered through the state Department of Social and Health Services (DSHS) and the Department of Early Learning (DEL). These include all programs from the Children’s Administration formerly in DSHS, such as Child Protective Services’ investigations and Family Assessment Response, licensed foster care, and adoption support. Also …

Assessing The Impact Of Human Resource Management (Hrm) Practices On Organizational Commitment: An Examination Of The Role Of Temporal Focus, Monty Clint Taylor

Theses, Dissertations and Capstones

This study explores how organizational commitment is associated with employee satisfaction regarding the human resource management (HRM) practices of training/development and compensation. Drawing on Affective Events Theory (AET), this research also examines the role of past temporal focus as a moderating variable of the proposed relationships. During times of historically low unemployment rates below 4% in the United States (U.S. Bureau of Labor Statistics, 2024), organizations face major challenges in hiring and retaining employees to fill existing job vacancies (Conklin, 2022). Overall organizational stability (i.e., productivity and financial capabilities) is maintained when skilled employees are successfully recruited and trained as …

Perceived Employer Authenticity Effects On Employee Engagement Demonstrated Through Csr/Esg Communications, Nichole P. Klaaren

Doctor of Business Administration Dissertations

Having an engaged workforce is a key competitive advantage in the market today due to the unique benefits that employees create through organizational culture and their relationships with stakeholders. With the increase in organizations participating in and reporting their Corporate Social Responsibility (CSR) and Environmental, Social, and Governance (ESG) activities to their stakeholders, communicating these types of activities becomes another tool for improving employee engagement. This research uses Social Identity Theory (SIT) to explain the important connections that can be built with employees when a corporation acts authentically. The key objective of this study was to explore how corporate authenticity …

Ua35/3 Provost's Message, Wku Provost

WKU Administration Documents

2024 Provost's Messages issued to faculty & staff via email. Discussions of Biochemistry, death of Craig Cobane, awards, freedom of speech, Graduate Studies, Registrar, Research & Commercialization, Gordon Ford College of Business, and Ogden College of Science & Engineering.

Raising The Bar: Guideline To Improving Diversity, Equity, And Inclusion In Nursing Leadership, Kimako Desvignes

Doctor of Nursing Practice (DNP) Scholarly Projects - Archive

The United States is a nation marked by its growing diversity, with ethnically marginalized groups constituting 31% of the population in 2000, 37% in 2012, and projected to reach 50% by 2043 (Carter et al., 2015). In 2018, California had 8,000 registered nurses, with significant ethnic diversity: 40.7% White/Caucasian, 5.5% Black/African American, 11.3% Hispanic/LatinX, 18.7% Filipino, 12.8% Asian/Pacific Islander (excluding Filipino), 3.3% Other, and 7.7% unknown (Spetz et al., 2018). In Los Angeles, the demographics of employed R.N.s were similarly diverse. However, this increase in ethnically marginalized populations presents an ongoing challenge for healthcare organizations, emphasizing the need for sustained …

The Identity Harmony Model Of Inclusion: Development And Test Of A New Theory, Anne Brafford

CGU Theses & Dissertations

The concept of inclusion holds unrealized potential as a guiding framework for supporting employees of all identities in achieving their potential at work and improving organizational diversity. The underdevelopment of the concept’s definition, theoretical foundation, measures, and expected outcomes has hindered its positive impact. For example, scholarly attention has focused primarily on social identity theories to define inclusion at the group level, leaving other identity types and theories underexplored. To help address these issues, Article One of this two-article dissertation synthesizes identity, self-determination theory (SDT), and inclusion literature to provide a theoretical basis for the new identity harmony model of …

How The Human Resource (Hr) Function Adds Strategic Value: A Relational Perspective Of The Hr Function, Jinhwan Jo, Clint Chadwick, Joo Hun Han

Human Resource Management Faculty Publications

In the present article, we propose the concept of the HR function's relational activities and examine its influence on the firm's human capital resources (HCRs) and performance. Integrating insights from various streams of research in strategic human resource management (HRM) and strategic human capital, we develop a relational perspective of the HR function and propose the relational activities as the HR function's advisory and informative activities toward its internal stakeholders (i.e., line managers, employees, and senior managers) to help the stakeholders meet their goals and needs. In our framework, we theorize how the HR function's relational activities lead to superior …

Meeting The Sustainability Challenges: An Assessment Of Entrepreneurial Education, Anna Zherdeva, Intesar Madi, Abrar Alzankawi, Lucia Morales Dr, L. Pop, A. Soler-Dominguez, J.C. Saez

Conference papers

The importance of sustainability and entrepreneurship education is highlighted in this study. The world economies are facing significant challenges as they try to enable the transition towards more sustainable economic and business models. Therefore, at the centre of the transition process, it is critical to consider the role that business education can play and, more specifically, the role of business schools in integrating and supporting the development of skills and competencies that align with our contemporary society's needs. In this paper, we initially assess the need to connect entrepreneurial and sustainability education by exploring the educational offerings at Technological University …

The Role Of Discrete Emotions In Job Satisfaction: A Meta-Analysis, Courtney E. Williams, Jane Shumski Thomas, Andrew A. Bennett, George C. Banks, Allison Toth, Alexandra M. Dunn, Andrew Mcbride, Janaki Gooti

Management Faculty Publications

[Summary] The relationship between emotions and job satisfaction is widely acknowledged via affective events theory (AET). Despite its widespread use, AET was not designed to address why specific emotions might differentially relate to job satisfaction. We utilize appraisal theory of emotion to refine AET and provide this nuanced theorizing. We meta‐analytically test our ideas with 235 samples across 99 883 individuals and 22 600 intra‐individual episodes. We test two approaches—specific emotion experiences (16 discrete emotions) versus general emotion experiences (positive or negative emotions)—and present empirical evidence of their similarities and differences with job satisfaction. Our findings suggest that specific emotions …

Equity And Inclusion In Honors: A Case Study Of Admissions Changes, Trevor Zink, Andrew Dilts

Journal of the National Collegiate Honors Council Online Archive

Creative levers for change often emerge in times of institutional uncertainty. As higher education continues to confront institutional racism, honors programs can exercise their power to increase diversity and educational outcomes for excluded and marginalized students, as well as influence related university-level policy. This case study chronicles dramatic changes to admissions policies and programmatic offerings in honors between 2020–2023. Changes in admissions practices markedly diversified the student body, moving it from a 60% white population to 60% minority population in just three years. Conversations around race and racism were initiated, inculcating a culture of inclusion rather than elitist exceptionalism. As …

Dedication To Suketu P. Bhazar, Linda Frost

Journal of the National Collegiate Honors Council Online Archive

Dedication to Suketu P. Bhazar, a fellow of the National Collegiate Honors Council (NCHC), member of the NCHC Board of Directors (2013–2016), and NCHC President (2021).

High-Flying Results: A Case Study In A Pilot Development Mentor Program, Catherine G. Cordova, Barron Parsons-Daisley, Emma Fox Captain

Journal of Aviation/Aerospace Education & Research

Consistently considered one of the world’s most stressful occupations, the job of an airline pilot requires increasingly specific skills and responsibilities, especially amidst the global pandemic (Cullen, et al., 2020; Sew, et al., 2022). Given the severity and implications of their decisions and actions, airline pilots must continuously undergo training and practices to ensure proper procedure. In 2020, the Federal Aviation Administration (FAA) augmented qualifications by enacting Pilot Professional Development requirements (85 FR 10923), including mentoring for newly hired pilots in command (PIC’s). In complement with 85 FR 10923, CFR 121-N ensures “techniques for reinforcing the highest standards of technical …