Open Access. Powered by Scholars. Published by Universities.®
- Discipline
-
- Social and Behavioral Sciences (131)
- Human Resources Management (128)
- Public Affairs, Public Policy and Public Administration (125)
- Performance Management (122)
- Public Policy (122)
-
- Social Welfare (122)
- Social Work (122)
- Training and Development (122)
- Industrial and Organizational Psychology (121)
- Psychology (121)
- Economics (5)
- Education (5)
- Higher Education (4)
- Public Affairs (3)
- Business Analytics (2)
- Business Law, Public Responsibility, and Ethics (2)
- Education Policy (2)
- Health Policy (2)
- Hospitality Administration and Management (2)
- Labor Relations (2)
- Law (2)
- Legal Education (2)
- Library and Information Science (2)
- Marketing (2)
- Medicine and Health Sciences (2)
- Sociology (2)
- Urban Studies and Planning (2)
- Accounting (1)
- Business Administration, Management, and Operations (1)
- Institution
-
- University of Nebraska - Lincoln (122)
- University of Nevada, Las Vegas (3)
- Edith Cowan University (2)
- Georgia Southern University (2)
- Roger Williams University (2)
-
- University of Wollongong (2)
- Marshall University (1)
- Munster Technological University (1)
- Purdue University (1)
- Singapore Management University (1)
- Technological University Dublin (1)
- University of Massachusetts Amherst (1)
- University of Texas at El Paso (1)
- W.E. Upjohn Institute for Employment Research (1)
- Western Kentucky University (1)
- Publication Year
- Publication
-
- Other QIC-WD Products (58)
- Umbrella Summaries (49)
- QIC-Tips (9)
- QIC-Takes (6)
- Policy Briefs and Reports (2)
-
- Research outputs pre 2011 (2)
- Association of Marketing Theory and Practice Proceedings 2010 (1)
- Association of Marketing Theory and Practice Proceedings 2014 (1)
- Conference Materials (1)
- Conference papers (1)
- Dissertations (1)
- Economic Development & Workforce (1)
- Faculty of Business - Papers (Archive) (1)
- Faculty of Commerce - Papers (Archive) (1)
- IPED Technical Reports (1)
- Law Library Newsletters/Blog (1)
- Libraries Faculty and Staff Presentations (1)
- Life of the Law School (1993- ) (1)
- Management Faculty Research (1)
- Reports (1)
- Research Collection Lee Kong Chian School Of Business (1)
- TTRA Canada 2023 Conference (1)
Articles 1 - 30 of 142
Full-Text Articles in Business
Immigration And Workforce Diversity In The Canadian Hospitality And Tourism Sector: An Opportunity Not To Be Missed, Frederic Dimanche, Maggie Perzyna
Immigration And Workforce Diversity In The Canadian Hospitality And Tourism Sector: An Opportunity Not To Be Missed, Frederic Dimanche, Maggie Perzyna
TTRA Canada 2023 Conference
Immigration, as well as diversity, equity, and inclusion (DEI) are essential aspects of Canada, a multicultural country that relies on immigration. The paper describes the state of diversity management in Canadian tourism and makes recommendations to help foster a competitive tourism sector with improved worker management practices.
The Impact Of Leadership Turnover On Child Welfare Workforce Initiatives, Courtney Harrison, Megan Paul
The Impact Of Leadership Turnover On Child Welfare Workforce Initiatives, Courtney Harrison, Megan Paul
QIC-Takes
Turnover among public child welfare leaders is prevalent. Across the eight QIC-WD intervention sites, leadership turnover was one of the most common implementation challenges observed by the QIC-WD team. Leadership changes can disrupt the implementation of a workforce initiative by shifting agency-level priorities, the organizational climate, or key staff.
Child welfare leaders may be appointed or hired in many different ways in different jurisdictions. In some states, the Governor appoints a cabinet-level child welfare director who oversees a stand-alone agency. This means that child welfare leadership changes follow the political election cycle with new governors appointing new agency leaders every …
Job Posting, Megan Paul, Nina Williams-Mbengue, Courtney Harrison
Job Posting, Megan Paul, Nina Williams-Mbengue, Courtney Harrison
QIC-Tips
A job posting must be informative, clear, transparent, and appealing to potential child welfare job candidates. It should also be candidate-centric and answer questions candidates often ask, especially any key information that has turned out to be a dealbreaker for people later in the process. This QIC-Tip is designed to highlight actionable strategies to create a good job posting. Please note that the information presented is not meant to override or supersede local, state, or federal legal civil service or human resources guidance.
Think of the job posting as a marketing opportunity for your agency and highlight the positive aspects …
Measuring Diversity, Equity, And Inclusion In The Child Welfare Workforce, Quality Improvement Center For Workforce Development
Measuring Diversity, Equity, And Inclusion In The Child Welfare Workforce, Quality Improvement Center For Workforce Development
QIC-Tips
Some child welfare professionals have stated that there is a critical need for systemic changes to improve diversity, equity, and inclusion, but where do child welfare agencies begin? Although change is never easy, the starting place on the journey to have a diverse, equitable, and inclusive (DEI) workforce is relatively simple. It starts with you—a child welfare supervisor, manager, or administrator. Start by considering what you think you know. Is your knowledge based on perception or data? What experiences shape your perceptions? What tools do you have to measure your workforce? Administrative data sets and surveys that gather both qualitative …
Virtual Training In Child Welfare, Penny Putnam Collins
Virtual Training In Child Welfare, Penny Putnam Collins
QIC-Takes
Child welfare offices and training centers had to transition their classroom instructor-led training to virtual platforms when the pandemic hit. Some training systems were already using virtual platforms or asynchronous learning tools to deliver training content, but no agency was 100% virtual pre-pandemic. The transition was sudden and there was a steep learning curve for some trainers. Changes made when the pandemic hit may now be the new normal. This QICTake highlights what our QIC-WD sites and team members experienced as child welfare agencies shifted to, and are now embracing, virtual training. What We’re Seeing Finding the Right Tools for …
Supporting Virtual Supervision As Part Of A Hybrid Workforce, Quality Improvement Center For Workforce Development
Supporting Virtual Supervision As Part Of A Hybrid Workforce, Quality Improvement Center For Workforce Development
QIC-Tips
More and more public child welfare agencies offer the opportunity to work in a hybrid environment, combining remote work with in-office work. This has raised questions among supervisors about how best to manage a remote workforce. Since research on virtual supervision is fairly limited relative to the popularity of remote work, studies are needed to understand the ways and conditions that influence effectiveness. Available research on remote work indicates that it is moderately associated with greater perceived autonomy and modestly associated with better supervisor relationships, performance, and job satisfaction. It was also modestly associated with decreased role stress and turnover …
What Can Child Welfare Leaders Do To Improve Job Satisfaction?, Quality Improvement Center For Workforce Development
What Can Child Welfare Leaders Do To Improve Job Satisfaction?, Quality Improvement Center For Workforce Development
QIC-Tips
There is a saying, “a happy worker is a productive worker” and research suggests there is a modest relationship between job satisfaction and job performance. But what can child welfare leaders do to create a satisfied, productive workforce when the work is stressful, complex, and challenging? There is a lot of evidence on what employers should be aware of among worker characteristics and the work environment that is related to higher employee job satisfaction. For example, employees who thrive at work are less likely to experience stress and burnout. Positive experiences related to coworkers, supervisors, and the organization show strong …
How Can Supervisors Support New Employees?, Quality Improvement Center For Workforce Development
How Can Supervisors Support New Employees?, Quality Improvement Center For Workforce Development
QIC-Tips
When the Quality Improvement Center for Workforce Development (QIC-WD) recently asked public child welfare agency staff and leaders about their concerns related to improving the workforce, one of the questions was, “How do we support new employees?” This QIC-Tip aims to answer this question with research-informed recommendations and practical advice from the field.
The process by which newcomers make the transition from being organizational outsiders to being insiders is known as onboarding, or organizational socialization (Bauer et al., 2007). The overall goal of onboarding is to facilitate newcomer adjustment, meaning that new employees understand the key tasks of …
Executive Summary: Driving The Southern Nevada Health Economy Forward, Tripp Umbach
Executive Summary: Driving The Southern Nevada Health Economy Forward, Tripp Umbach
Policy Briefs and Reports
The University of Nevada, Las Vegas (UNLV) plans to develop an integrated academic health center within the Las Vegas Medical District (LVMD).1 The academic health center includes UNLV’s five health science schools and mental and behavioral health, which is distributed among several colleges (medicine, liberal arts, urban affairs, and education) in the university. University Medical Center (UMC), a major teaching hospital, will also be an important driver of the academic health center. For the purposes of this report, UNLV’s medical and health science entities along with UMC are referred to collectively as the UNLV Academic Health Center.
Driving The Southern Nevada Health Economy Forward: Benefits Of A Transformational Unlv Academic Health Center, Tripp Umbach
Driving The Southern Nevada Health Economy Forward: Benefits Of A Transformational Unlv Academic Health Center, Tripp Umbach
Policy Briefs and Reports
The University of Nevada, Las Vegas (UNLV) plans to develop an integrated academic health center within the Las Vegas Medical District (LVMD). The academic health center includes UNLV’s five health science schools and mental and behavioral health, which is distributed among several colleges (medicine, liberal arts, urban affairs, and education) in the university. University Medical Center (UMC), a major teaching hospital, will also be an important driver of the academic health center. For the purposes of this report, UNLV’s medical and health science entities along with UMC are referred to collectively as the UNLV Academic Health Center. Additional academic health …
Employee Engagement, Megan Paul
Employee Engagement, Megan Paul
Umbrella Summaries
What is employee engagement? Consensus on the exact definition of employee engagement is still evolving, but commonalities involve attitudes and behaviors related to high personal investment in one’s work. One definition is “a relatively enduring state of mind referring to the simultaneous investment of personal energies in the experience or performance of work” (Christian, Garza, & Slaughter, 2011, p. 95). The most commonly used measure of engagement, the Utrecht Work Engagement Scale, assesses engagement through three factors: vigor (high energy levels and persistence), dedication (enthusiasm and inspiration), and absorption (high concentration and engrossment) (Schaufeli, Salanova, Gonzalez-Roma, & Bakker, 2002; Schaufeli, …
Death On The Job: Mountain West States, 2022, Miguel A. Soriano Ralston, Joshua Padilla, Saha Salahi, Caitlin J. Saladino, William E. Brown Jr.
Death On The Job: Mountain West States, 2022, Miguel A. Soriano Ralston, Joshua Padilla, Saha Salahi, Caitlin J. Saladino, William E. Brown Jr.
Economic Development & Workforce
This fact sheet examines select data from the American Federation of Labor and Congress of Industrial Organizations (AFL-CIO) 2022 report, “Death on the Job: The Toll of Neglect,” which reports on worker safety, health, and workplace fatalities. The original report provides a comprehensive national and state-by-state profile of workplace conditions in the United States. These data were originally reported to the Bureau of Labor Statistics (BLS). This fact sheet highlights workforce fatalities and injuries in the Mountain West region (Arizona, Colorado, Nevada, New Mexico, and Utah).
A Quick Guide To Workforce Analytics For Child Welfare Agencies, Quality Improvement Center For Workforce Development
A Quick Guide To Workforce Analytics For Child Welfare Agencies, Quality Improvement Center For Workforce Development
Other QIC-WD Products
Child welfare agencies continue to seek resources to help them better understand their workforce data. The Quality Improvement Center for Workforce Development (QICWD) developed several valuable resources for public child welfare agencies working to build partnerships between child welfare and human resources (HR) professionals to address child welfare workforce challenges. These resources were created for jurisdictions participating in the QIC-WD Child Welfare Workforce Analytics Institutes 1.0 and 2.0 but can be used by any jurisdiction. These resources aim to help agencies build their workforce data analytics capacity and improve practice. Planning When conducting workforce analytics, agencies are encouraged to adopt …
The Child Welfare Workforce Crisis – What We’Re Hearing From The Field, Quality Improvement Center For Workforce Development
The Child Welfare Workforce Crisis – What We’Re Hearing From The Field, Quality Improvement Center For Workforce Development
Other QIC-WD Products
The Quality Improvement Center for Workforce Development (QIC-WD) and the National Child Welfare Workforce Institute (NCWWI) in collaboration with the Capacity Building Centers for States, Tribes, and Courts, recently worked with representatives of the Children’s Bureau to listen to concerns of state child welfare and human resources (HR) leaders about the child welfare workforce. This blog post highlights what leaders (representing 29 states) described as their biggest concerns and what strategies agencies have put in place to reduce turnover and improve the applicant pool. We have also included links to information about evidence-informed efforts that could help jurisdictions address some …
Can Technology Reduce The Stress Of The Child Welfare Practitioner?, Quality Improvement Center For Workforce Development
Can Technology Reduce The Stress Of The Child Welfare Practitioner?, Quality Improvement Center For Workforce Development
Other QIC-WD Products
Information and communication technology (ICT) “has the potential to dramatically shift and enhance social work practice,” according to Berzin, Singer, & Chan (2015). ICT includes tools that allow users to both communicate with colleagues and clients and access, store, transmit, and manipulate information (Perron et al., 2010). Such technology integration can create practices that are more flexible, on-demand, and individualized not only to the families served, but also to the practitioner. Mobile technology, as well as other technologies (e.g., gaming, social media, robotics, wearable technologies) will enhance practice gains and result in more timely, accurate, and targeted services (Berzin, Singer, …
Assessing Your Workforce Needs, Quality Improvement Center For Workforce Development
Assessing Your Workforce Needs, Quality Improvement Center For Workforce Development
Other QIC-WD Products
You know you have a workforce challenge… but do you know what is causing it? Many child welfare agencies have expanded recruitment efforts through social media, started using telework and flexible work schedules, and even increased wages and provided hazard pay to build and strengthen their child welfare workforce. But sometimes even the best strategies don’t fix the problem because they aren’t aligned with the underlying cause of the problem. When your child welfare workforce is understaffed or overwhelmed it is tempting to want to find an immediate fix because the need to expand the workforce is urgent. However, it …
Addressing The Disconnects Between Hr And Child Welfare, Michelle Graef, Maggie Thompson
Addressing The Disconnects Between Hr And Child Welfare, Michelle Graef, Maggie Thompson
QIC-Takes
When it comes to efforts to improve workforce outcomes, how would you describe the relationship between human resources (HR) and child welfare leadership in your agency? Is the working relationship collaborative or are the divisions siloed? Do child welfare and HR departments routinely share information, needs, data, and expertise? Is HR involved in child welfare workforce planning and decision making? These are just a few of the questions we have explored with child welfare agencies as part of our work at the QIC-WD. Overall, agency representatives have indicated that opportunities for increased collaboration exist between these departments and that closer …
Technology, Case Practice, And Turnover: Early Findings From Virginia, Quality Improvement Center For Workforce Development
Technology, Case Practice, And Turnover: Early Findings From Virginia, Quality Improvement Center For Workforce Development
Other QIC-WD Products
Listening sessions conducted by Virginia Department of Social Services (VDSS) staff with child welfare staff across the state and exit survey results from the 120 local departments of social services (LDSS) found that the biggest complaint among caseworkers, particularly those leaving their jobs, was the lack of technological supports and flexibility to help them complete administrative tasks more quickly. VDSS, in partnership with the Quality Improvement Center for Workforce Development (QICWD), 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 goals of the …
Untapped Potential For Child Welfare Administrative Data, Dana Hollinshead
Untapped Potential For Child Welfare Administrative Data, Dana Hollinshead
QIC-Takes
Although a lot of data are captured through child welfare management information systems, there is much we still need to learn about the experiences of children and families involved in child protective services, and especially why some fare better than others. This is especially true with respect to dynamics that may influence caseworkers’ decisions, actions, and case outcomes. For example, are there certain caseworkers or service providers who are more effective in engaging families? Is there something about the type or dosage of services that makes a difference? Which workers or supervisory units are more likely to place a child …
Supervision In A Virtual Workplace, Cynthia Parry
Supervision In A Virtual Workplace, Cynthia Parry
QIC-Takes
Some agencies have increased their use of telework due to office closures, a desire to decrease their carbon footprint, or because of the pandemic. This can add stress on supervisors as they have to manage staff virtually. Remote supervision requires changes in communication (both styles and tools) which can result in staff feeling micromanaged or neglected. Navigating these and other issues have been difficult for many child welfare agencies. The QIC-WD sites, like other child welfare agencies around the country, pivoted to virtual supervision quickly due to the pandemic. Most supervisors were unprepared for managing a virtual workforce and are …
Worker Turnover Is A Persistent Child Welfare Challenge - So Is Measuring It, Megan Paul, Courtney Harrison, Jonathan Litt, Michelle Graef
Worker Turnover Is A Persistent Child Welfare Challenge - So Is Measuring It, Megan Paul, Courtney Harrison, Jonathan Litt, Michelle Graef
QIC-Takes
Turnover and other workforce challenges for child welfare professionals have been the subject of attention for many years. Consider this statement from a study published by the Children’s Bureau in 1960, “Turnover of staff in social agencies has been a serious concern of agency administrators for at least the past 10 years. Repeatedly, at conferences and in the professional journals, the complaint has been heard that staff turnover (1) handicaps the agency in its efforts to provide effective social services for clients; (2) is costly and unproductively time consuming; and (3) is responsible for the weary cycle of recruitmentemployment-orientation-production-resignation …” …
Evaluating Job Redesign: Strategies And Preliminary Findings From Louisiana, Quality Improvement Center For Workforce Development
Evaluating Job Redesign: Strategies And Preliminary Findings From Louisiana, Quality Improvement Center For Workforce Development
Other QIC-WD Products
The Louisiana Department of Children and Family Services, Child Welfare Division (CWD), in partnership with the Quality Improvement Center for Workforce Development (QIC-WD) conducted a needs assessment of their child welfare system. The needs assessment indicated high caseloads and administrative tasks were barriers to caseworkers’ ability to support families, engage clients, determine root causes of maltreatment, and implement timely services. Furthermore, surveys conducted with caseworkers revealed that they perceived their jobs as highly complex - requiring a wide range of tasks, a variety of specialized skills, and a high degree of information processing. These findings resulted in CWD and the …
Secondary Traumatic Stress (Sts) – Its Impact On The Child Welfare Workforce And Strategies For Agencies To Address It, Quality Improvement Center For Workforce Development
Secondary Traumatic Stress (Sts) – Its Impact On The Child Welfare Workforce And Strategies For Agencies To Address It, Quality Improvement Center For Workforce Development
Other QIC-WD Products
Secondary traumatic stress (STS) can mimic symptoms of post-traumatic stress disorder (PTSD) (Bride, 2007). These symptoms include having dreams and flashbacks of the traumatic event, avoiding activities or places that might remind someone of the traumatic event, having sleep issues, being irritable, difficulty concentrating, or being hypervigilant. In this video, child welfare staff share how the trauma they experience as part of their job affects them, including physical and emotional reactions and the desire to leave the field. Unfortunately, experiencing STS is very common among the child welfare workforce. Although child welfare is not the only profession that is exposed …
Improving The Child Welfare Workforce Through Training: Common Questions And Evidence-Informed Answers From The Qic-Wd, Quality Improvement Center For Workforce Development
Improving The Child Welfare Workforce Through Training: Common Questions And Evidence-Informed Answers From The Qic-Wd, Quality Improvement Center For Workforce Development
QIC-Tips
Training is often the first intervention child welfare agencies use to address critical workforce development issues. This QIC-Tip aims to answer child welfare agency leaders’ questions about effective training strategies to increase knowledge, enhance skills, and improve job performance. Answers are drawn from the QIC-WD Umbrella Summaries which present a synopsis of the published meta-analyses of specific workforce topics.
What broad-based training approaches can improve employee learning outcomes and job performance?
Coaching uses a structured learning process, over time, to help the learner reach specific goals. Meta-analytic research on the use of professional coaches (not managers or experienced coworkers) …
Secondary Traumatic Stress, Burnout And Resilience In The Child Welfare Workforce: Early Results From Nebraska’S Randomized Controlled Trial Of Resilience Alliance, Quality Improvement Center For Workforce Development
Secondary Traumatic Stress, Burnout And Resilience In The Child Welfare Workforce: Early Results From Nebraska’S Randomized Controlled Trial Of Resilience Alliance, Quality Improvement Center For Workforce Development
Other QIC-WD Products
A 2018 needs assessment indicated that more than 50% of the child welfare workforce in Nebraska was experiencing elevated secondary traumatic stress (STS). STS refers to the experience of people – generally professionals– who are exposed to others’ traumatic events as part of their work. As a result of this exposure, these professionals can develop their own traumatic symptoms and reactions such as sleeplessness and anxiety. The Nebraska Department of Health and Human Services (DHHS) Division of Children and Family Services (DCFS) in partnership with the Quality Improvement Center for Workforce Development (QIC-WD) implemented CFS Strong, a multi-phased workforce intervention …
Diversity Management: Perspectives Of A Diverse And Inclusive Workplace. Findings From The Ict Sector, Andrea Graham, Angela Wright
Diversity Management: Perspectives Of A Diverse And Inclusive Workplace. Findings From The Ict Sector, Andrea Graham, Angela Wright
Conference Materials
Globally, diversity in the workplace has become more prominent than ever before and continues to rise (Shukla et al., 2019). To strategically manage the diverse workforce, a significant number of organisations have embraced the practice of diversity management. Diversity management refers to the formal and informal structures, methods and programs implemented by an organisation to promote organisational equality for employees (Sukalova and Ceniga, 2020). Diversity management programs have been introduced with a range of ostensible aims, including: increasing the rates of participation of women and ethnic minorities, improving career prospects for such groups, incorporating wider perspectives into the decision-making processes …
Organizational Constraints, Megan Paul
Organizational Constraints, Megan Paul
Umbrella Summaries
What are organizational constraints? Organizational constraints are work conditions that interfere with an employee’s motivation or ability to perform (Spector & Jex, 1998). Though the overall definition sounds quite broad, the assessment focuses on 11 specific types of constraints: inadequate training, incorrect instruction, lack of necessary information about what to do or how to do it, poor equipment or supplies, lack of equipment or supplies, organizational rules and procedures, conflicting job demands, other employees, the supervisor, inadequate help from others, and interruptions by other people (Spector & Jex, 1998). Respondents indicate how frequently these factors make it difficult or impossible …
Supportive Supervision And Resilience Alliance To Address Secondary Trauma In Ohio: Preliminary Findings On Impact, Quality Improvement Center For Workforce Development
Supportive Supervision And Resilience Alliance To Address Secondary Trauma In Ohio: Preliminary Findings On Impact, Quality Improvement Center For Workforce Development
Other QIC-WD Products
In early 2018, as part of a needs assessment process, the Quality Improvement Center for Workforce Development (QIC-WD) conducted surveys with 588 Ohio child welfare workers across nine counties to assess organizational culture and climate (OCC), and secondary traumatic stress (STS). The results found that the organizational culture and climate across all participating counties was above average in rigidity and resistance, and below average in engagement. In addition, 53% of respondents experienced elevated levels of STS symptoms. STS can mimic the symptoms of Post-Traumatic Stress Disorder (Bride, 2007) including nightmares, sleep disruption, avoidance, and irritability. STS in child welfare has …
Cultural Intelligence, Megan Paul
Cultural Intelligence, Megan Paul
Umbrella Summaries
What is cultural intelligence? Cultural intelligence (CQ) is “a person’s adaptation to new cultural settings and capability to deal effectively with other people with whom the person does not share a common cultural background and understanding” (Earley & Ang, 2003, p. 34). Note that this is about general capabilities that cut across different cultures, rather than effectiveness in a specific culture (Ang et al., 2015). Though this definition sounds like it includes all types of intercultural interactions, the focus is a bit more limited—work settings and situations that involve differences in race, ethnicity, and nationality, either within or across countries. …
Communication Is Key To Success, Quality Improvement Center For Workforce Development
Communication Is Key To Success, Quality Improvement Center For Workforce Development
QIC-Tips
Research on organizational communication describes a connection between poor communication, negative attitudes towards the workplace, and decreased worker satisfaction. Conversely, in an environment where communication is valued by management, staff can be encouraged to participate in practice and policy change. Too often new initiatives are announced and then fade away. Clear lines of communication, involving varying levels of staff and using a variety of methods, are key to gaining staff buy-in and keeping workers informed of initiative progress.
The Quality Improvement Center for Workforce Development (QIC-WD) is working with eight jurisdictions to develop and test promising workforce interventions. Effective communication …