Human Service Organizations: Management, Leadership & Governance

Journal Information
ISSN / EISSN: 23303131 / 2330314X
Published by: Informa UK Limited
Total articles ≅ 346

Latest articles in this journal

, Miss Ayda Basaran
Human Service Organizations: Management, Leadership & Governance pp 1-19;

This study provides a comparative qualitative case study on two welfare-to-work (WTW) offices with a different understanding of equity and equality. By analyzing organizational documents (n = 27), manager interviews (n = 10), observations of worker-client interactions (n = 13) and worker interviews (n = 13), we find cross-case and within-case variation on frontline worker practices. In the equality-oriented organization, workers acknowledge structural differences, but their practices are more focused on gender- and color-blind equality in treatment. In the equity-oriented organization, we find that more workers implement equity practices. Our findings suggest that organizational context interplays with the practices and beliefs of frontline workers; hence, shaping the fairness of client treatment.
, Catherine Kenny Lawrence, Salvador Armendariz, Kira Chontow
Human Service Organizations: Management, Leadership & Governance pp 1-19;

Retaining staff remains a challenge for public and private child welfare organizations, and current research does not explain the underrepresentation of workers of Color in leadership and supervisory positions. This study used data from a multi-site survey of child welfare staff to compare factors associated with intention to remain employed between caseworkers of Color and White caseworkers using path analysis. Factors associated with job satisfaction, the strongest predictor of intention to remain employed for both groups in our path analysis, differed slightly between workers of Color and White workers. Age and job stress were significantly more influential for workers of Color, while work related burnout was more more influential for White workers. For workers of Color, perception of leadership was significantly more influential on workers’ of Color intention to remain employed, compared to White workers, and having an MSW was a significant predictor of intent to remain employed for White workers, but not for workers of Color. Implications for agency practice and policy, including suggested strategies to address retention of workers at the caseworker level, are discussed.
Kalysta Addison,
Human Service Organizations: Management, Leadership & Governance pp 1-15;

The confluence of the two major challenges has combined to create special challenges for rural nonprofits serving victims of crime: the fluctuation of federal funding, and the Covid-19 pandemic. We discuss the challenges faced by Child Advocacy Centers in northwestern South Carolina in the context of these shifting challenges. From qualitative interviews conducted at 14 centers in this primarily rural region, we explain the challenges they face and the potential effects on the communities they serve interpreted through the lens of Resource Dependence Theory, which predicts that organizations reduce uncertainty of funding through increasing their partnership bonds with cooperative entities.
, Dennis Culhane
Human Service Organizations: Management, Leadership & Governance pp 1-21;

This paper describes methods for conducting equity-focused needs assessments in human service organizations (HSOs). We begin with an overview of needs assessments in social welfare, then describe a three-phase methodology for bringing an equity lens to traditional needs assessment approaches. Central to this methodology is convening stakeholders and addressing issues of power and trust between those leading the needs assessment and those impacted by the process. Key challenges for executing equity-focused needs assessments are discussed, including the need to coordinate across multiple levels of government; enhance collaboration between academics, practitioners, and communities; and improve secure access to high-quality data for analysis.
Shan Jiang, ChaoXin Jiang, Yuhang Cheng
Human Service Organizations: Management, Leadership & Governance pp 1-14;

Working overtime is one of the risk factors for turnover intention; however, little is known about its mediating and moderating mechanisms, especially among social workers. This study adds to the knowledge through investigating the mediating role of burnout and the moderating role of person-organization value congruence. A sample of 5,930 Chinese social workers (Mean age = 30.4 years old, SD = 7.9) is obtained from the China Social Work Longitudinal Study (CSWLS) 2019. Results illustrate that burnout mediates the relationship between working overtime and turnover intention. Additionally, the direct effect of working overtime on turnover intention is moderated by person-organization value congruence, with the effect being weaker for social workers with high person-organization value congruence than for those with low person-organization value congruence. These findings provide new insights for explaining how working overtime influences turnover intention. Implications for policy and practice are also discussed.
Human Service Organizations: Management, Leadership & Governance pp 1-17;

In times of shrinking resources and fragmented societies, partnership is a value-driven social structure that should be theorized in order to be considered for implementation, effectively and sustainably. Recognizing the scarce theoretical perspectives on partnership, this article addresses the lack of an integrated universal model. It delineates the theoretical field through extensive literature review, reaffirming the critical gap in knowledge. Original qualitative research utilized an international case-study of a social partnership, and a historic investigation since its inception three decades ag. A Grounded Theory Methodology guided the systemic analysis of the empirical data, culminating in a proposed universal partnership model. The study finds mutuality to be the heart of a partnership and a differentiating criterion from other social structures. Three pillars that are grounded in mutuality sustain a partnership, and include a common ground, connection, and commitment. Further research is needed to test the proposed model on other diverse partnerships.
Human Service Organizations: Management, Leadership & Governance pp 1-22;

The COVID-19 pandemic forced human services agencies to adapt quickly to the economic realities faced by their customers. For child support agencies, the pandemic raised difficult questions about how strenuously agencies should enforce child support orders during periods of economic crisis and uncertainty. Drawing on interviews with agency and court staff, this study explores staff’s perceptions of pandemic-related effects on parents’ abilities to work and pay, how and why enforcement practices changed during the pandemic, and changes staff expect to persist. Agency staff reported a pause on enforcement at the pandemic’s outset, followed by leniency, flexibility, caution, and empathy in their practices.
, Kendelle Brown, Robin B. Hollis, Sharlet Barnett, Kristopher Seydel, Kristin M. Ferguson
Human Service Organizations: Management, Leadership & Governance, Volume 46, pp 309-323;

Quality standards assessments (QSA) offer human service organizations a way to measure their performance and alignment with organizational goals and objectives. Using a case-study approach, this article demonstrates how one youth-serving coalition, aiming to provide comprehensive wrap around services, developed QSA surveys to operationalize coalition objectives and track their progress. From 2015 to 2016, this coalition created QSA surveys focusing on both provider- and youth-reported quality, each providing its own unique angle for the assessment. Factor analysis was used to identify two underlying dimensions of youth perceptions of quality, encompassing both interpersonal interactions and benefits of the services received. Correlation analyses uncovered associations between center designation and both provider- and youth-reported quality. Overall, the findings offer scholar-researchers and practitioners of human service organizations as well as youth-serving networks more broadly guides and tools for measuring service quality.
, Rachade L. Williams, Brooke M. Malloy, Laura R. Piekunka, Austin Fannin
Human Service Organizations: Management, Leadership & Governance pp 1-23;

Workplace inclusion is recommended for improving human service employee job satisfaction and commitment; however, limited research explores how perceptions of inclusion may differ by employee race and ethnicity. This study investigated the relationships between employee perceptions of department and workgroup inclusion with employee job satisfaction and commitment, and whether these perceptions differed by employee race and ethnicity. Data was collected at three time points from a U.S. nonprofit health care organization. Multiple group structural equation modeling results indicated that workgroup inclusion served as a critical focal point for cultivating department inclusion, employee job satisfaction, and workgroup commitment for employees of color.
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