Industrial and Organizational Psychology Commons^™

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 …

Perma+4 Building Blocks Of Well-Being: A Mixed-Methods Exploration Of Mechanisms & Conditions That Enable The Subjective Well-Being Of Workers, Victoria Cabrera

CGU Theses & Dissertations

In recent years, there has been a growing awareness of the challenges many workers face regarding their well-being. Workers continue to report high levels of work-related stress and burnout and the impacts of the COVID-19 pandemic heightened the importance of this issue as declines in well-being were observed on a global scale. In 2022, the issue of worker well-being was brought to the forefront of public awareness when the U.S. Surgeon General raised the well-being and mental health of workers as an urgent public health priority. The critical need to better support worker well-being is further supported by research that …

It Is Not Only About Having Good Attitudes: Factor Exploration Of The Attitudes Toward Security Recommendations, Miguel A. Toro-Jarrin, Pilar Pazos, Miguel A. Padilla

Engineering Management & Systems Engineering Faculty Publications

Numerous factors determine information security-related actions (IS-actions) in the workplace. Attitudes toward following security rules and recommendations and attitudes toward specific IS actions determine intentions associated with those actions. IS research has examined the role of the instrumental aspect of attitudes. However, authors argue that attitudes toward a behavioral object are a multidimensional construct. We examined the dimensionality of attitudes toward security recommendations, hypothesized its multidimensional nature, and developed a new scale [attitudes toward security recommendations (ASR scale)]. The results indicated the multidimensional nature of attitudes toward security recommendations supporting our hypothesis. The results revealed two dimensions corresponding to the …

Emotional Expression Between Ceo And Chairperson As A Micro-Foundation Of Organizational Capabilities: An Exploratory Mixed Methods Study, John Paul Stephens

Faculty Scholarship

The work relationships between CEOs and Chairpersons are key to the functioning of the firm. This study uses survey and interview data to explore how these work relationships serve as a micro-foundation for an organization's communication climate. Survey data suggested that CEO-Chairperson relationships can be characterized by emotional carrying capacity (ECC; constructively expressing more positive and negative emotions). The survey-based model further demonstrated that CEOs and Chairpersons perceive their ECC to positively predict organizational communication climate and, in turn, knowledge creation capabilities. The latter, in turn, are positively associated with firm performance. CEO-Chairperson dyadic interview data supplemented the associations identified …

The Power Of Polish: Exploring The Impact Of Nail Adornments On Perceptions Of Attraction, Sara Demichele

Honors Theses

Understanding the significance of nail adornments in shaping perceptions of attractiveness and mate value provides insights into human behavior and preferences. In the current investigation, participants rated human nail length and color on physical attractiveness and partner desirability measures. Results revealed significant effects of nail length and color across different demographic groups. Medium-length nails consistently received higher ratings for physical attractiveness, cuteness, and partner desirability compared to short and long nails. White-colored nails were generally rated most attractive, while blue and black nails received the lowest ratings. Additionally, participants reported a moderate association between having manicured nails and feelings of …

A Stress Perspective Of Leader-Follower Relationship Ambivalence, Ghada Baz

Graduate Thesis and Dissertation 2023-2024

Ambivalence is the experience of both positive and negative evaluations regarding an object such as a person or an event. Although interest in leadership ambivalence has been growing among researchers, there is still little understanding of what distinguishes it from poor leadership. The goal of this dissertation was to contribute to the leadership ambivalence literature by examining ambivalence in the leader-member exchange (LMX) relationship through the lens of occupational stress. Specifically, I used the job demands-resources model as a theoretical foundation and presented leadership ambivalence as a unique job demand that is associated with emotional exhaustion as a symptom of …

Finding The Dream Job Or Finding Another Dream: Work Volition And Goal Reengagement As Predictors Of Work-Fulfillment, Wellbeing And Calling, Julia Price-Lee

Dissertations and Theses

Work is prominent in adults’ lives, and their opportunity to choose the work they prefer predicts key work and wellbeing outcomes (WWO), especially their sense of meaning in work and wellbeing. Work choice opportunities also influence a sense of calling. However, finding and keeping preferred work is often difficult when adults are also navigating finances, marginalizing systems, and non-work priorities. Work volition (WV) measures perceived freedom regarding work options and predicts the quality of work that people find and their wellbeing within and beyond work. Foundational theoretical models suggested that having safe and reliable work, known as decent work (DW), …