Employee Assistance Program Utilization

No abstract available for this article.     

Employee Assistance Program Staffing

No abstract available for this article.     

Explaining Client Satisfaction with an Employee Assistance Program

ABSTRACT

The first objective of this paper is to explore the psychometric qualities as well as the usefulness of an employee assistance program client satisfaction scale. The responses obtained from 82 clients of an external service provider permitted a validation of the satisfaction scale and ultimately the selection of five items showing stronger convergent validity as well as high reliability (alpha = .89). The second objective is to explore the possible relationships between demographic (gender, age), treatment (referral-type, type of problem, urgency, degree of resolution) and organizational variables (unionization, job category, sector, size), and variations in client satisfaction levels. The results of bivariate analysis indicate that the type of referral, the type of problem, and the degree of resolution of the problem are related to client satisfaction. This study provides some support for the inclusion of treatment variables in a comprehensive explanatory model of client satisfaction. It is further argued that client satisfaction is an adequate measure of the success of an employee assistance program. Finally, some methodological issues surrounding the use of such surveys are discussed.     

Evaluating Employee Assistance Programs:

Employee Assistance Programs (EAPs) are rapidly growing, and with this growth the goals of these programs also have broadened. There is increasing recognition that EAPs should be evaluated for their effectiveness in achieving these goals. The evaluation process poses a number of problems. This paper presents key issues to be considered for such evaluations-including the major obstacles encountered, and possible solutions to overcome them.     

Evaluating the Development of Employee Assistance Programs in Rural Communities

The development of Employee Assistance Programs (EAPs) has accelerated during the last decade. However, the impact of EAPs is slowly reaching small rural communities. A telephone survey of companies in North Central Louisiana was conducted to evaluate the development of programs there. Only 40% of the sample had EAPs and 13% were in the process of developing programs. Companies without EAPs generally assumed no responsibility in assisting with employee problems. This paper focuses on salient factors contributing to the limited development of rural EAPs.     

The Development and Evaluation of a Case Management System in an Employee Assistance Program

This article suggests there is a lack of a conceptual framework for developing a system of intervention in an Employee Assistance Program (EAP). The author proposes that the development life cycle concept is a framework for planning a case management system of intervention in an EAP. Stages of the life cycle are used to describe the activities in planning and evaluating the activities of a case management system.     

A Framework for Evaluating Employee Assistance Programs

Particularly in the past decade, Employee Assistance Programs (EMS) have become an integral part of the management of public sector and private sector organizations. The evolution of EAPs is briefly traced and the claims of advocates regarding their positive effects are documented. It is also emphasized that, in spite of their ubiquity, little attention has been given to devising strategies for evaluating the success or failure of EAPs. A framework is developed to guide comprehensive evaluations of such programs. A framework is developed to guide comprehensive evaluations of such programs. The framework stresses five aspects of EAP performance: effort, program performance (outcome evaluation), adequacy of performance, efficiency, and process evaluation.     

Promoting Employee Assistance Program Services to Employees

ABSTRACT

The purpose of this study is to examine the use of various types of employee assistance promotional tools, including the types of promotion used and their relationship to program type (internal or external), program utilization, and promotional budget.

Our study suggests that a variety of tools are used by both internal and external EAPs. Employee and supervisor training is the most popular form of program promotion. Statistically significant relationships were found between program utilization rates and several types of promotional activities. Our research suggests that promotional materials affect EAP utilization rates, and consequently, the interaction between promotional activities and/or promotional materials and EAP utilization deserves additional research.     

Predictors of Supervisors' Referrals of Employees to an Employee Assistance Program

The purpose of this study was to determine what variables are associated with supervisors' referrals or nonreferrals of subordinates to an EAP. Variables selected for the study included variables found in prior research to be associated with referral or nonreferral and additional variables suggested by the human performance model of Gilbert (1978). Supervisors at the Iowa Department of Transportation were surveyed through in-house mail. Supervisors were identified as referrers or nonreferrers based on the records of the EAP. Discriminant analysis was used to determine which variables were associated with referral. A factor analysis was performed on the predictor variables to determine which were significantly interrelated.     

Needs Assessment for a University-Based Employee Assistance Program

Between 10-20 percent of the total employee population in any institution of higher education are troubled employees. The lack of visibility and the absence of structure, especially in faculty positions, are risk factors. Higher education has become proactive in developing Employee Assistance Programs (EAPs) in response to organizational personnel problems. A needs assessment survey was conducted to ascertain the need for a university-based EAP in a state university in southern California. The findings suggested that EAP services were needed.     

Employee Assistance Program Evaluation in a Federal Government Agency

Demonstrating the efficacy of an Employee Assistance Program is an equally important endeavor in public and private sector work organizations. This paper discusses the cost-benefit and cost-effectiveness evaluation that was conducted by the U.S. Department of Health and Human Services Employee Counseling Services program. Further, it details the components of the 30 month project relative to evaluation design, data collection processes, and strategies used to maintain employee privacy while analyzing personnel data. Results of the evaluation are also presented.     

Transformation Management and Cultural Diversity Training Through Employee Assistance Programs

ABSTRACT

This article explores motivation of black managers in two different settings. A study was conducted to explore the hypothesis that perception of organizational environment will influence both motivation and locus of control. Tt was further hypothesized that black managers working in a white management dominated organization will have a less positive perception of the organizational environment in comparison with their counterparts working in a black management dominated organization. It was hoped that such a study will help influence the focus of black advancement programs from an individual perspective to a more dynamic person-environment transactions focus. The results confirmed the hypothesis to a significant extent. This article suggests an intervention that utilizes EAP expertise in helping organizations to create and manage diversity for competitive advantage.     

A Comprehensive Employee Assistance Program [EAP] for Educators

The traditional employee assistance programs [EAP] focus on early detection and assessment of the teacher at risk for a health-related disorder; the value, financial and human, of servicing the needs of the teacher already on leave with a health disabling condition tends to go unrecognized. This article proposes a wellness or employee assistance program with an empowerment focus that responds to both the preventative and the remedial needs of educators at different phases of their careers. Accountability to all stakeholders, based on a built-in evaluation, research and development process, is also emphasized.     

A Comparative Analysis of In-House and Contractual Employee Assistance Program

This paper aims to expand the present state of knowledge regarding employee assistance programs (EAPs) through the presentation of the findings of a study which explored the existence and the nature of such programs in the New York Metropolitan Area. The identification of all EAPs in this area allowed for the development of a typology encompassing the identified programs, and for a comparative analysis of in-house and contractual EAPs in the finance/insurance, manufacturing, and service industries.     

The Case Management Model in Employee Assistance Programs

This paper suggests the case managcment practice model is applicable to EAP settings. Most of the presenting problems in the workplace require short-term intervention. The case management practice model emphasizes short-term treatment and/or intervention. As a system approach, it provides a mediating strategy that is useful in working with employees and negotiating with significant others. The case management model focuses on the client assuming responsibility and using his or her strengths in resolving the presenting problem.     

A Comparative Analysis and Evaluation of a University Employee Assistance Program

Abstract

The major goal of this presentation is to provide overview of evaluation results of the University of Pittsburgh (Pitt) Faculty and Staff Assistance Program (FSAP). The major goal of the Pitt FSAP evaluation was to generate information pertaining to the program's service adequacy, program effectiveness, client satisfaction, cost-efficiency and cost-savings. Such an evaluation effort is becoming increasingly important due to the recent trend of organizational downsizing and coping with resource constraints. As Universities downsize, it can be challenging to justify allocating scarce funds to employee assistance programming. This study also includes review of EAPs among eighteen universities and colleges from around the country in order to compare program performance of the Pitt FSAP system.     

An Elder Care Training Needs Assessment Among Employee Assistance Program Staff

A mail survey of 95 EAP staff members explored the issue of elder care (employee informal care and company formal policy) and collected data pertinent to training needs, competence to handle employed caregiver problems/questions, and company commitment. Major findings were: (1) EAP staff members estimated that one in five employees currently provides care for an older dependent; (2) most (74.5%) staff have not received any training relevant to elder care; (3) self-assessed competence to handle elder care problems was low for 14 of 17 problem-solving domains constituting the Elder Care Competence Index (ECCI), less than half of the respondents felt competent; (4) the few (13.8%) EAP staff members with extensive (2 or more sessions) elder care-specific training experience achieved ECCI scores nearly double those of other workers, p < .01; (5) most (78.8%) companies have not dealt with the issue in any formal way and only 7.6% of their EAP staff believe this inaction to be appropriate; and (6) company commitment (i.e., formal policy- issue studied, offered programs/services or benefits) is directly related to EAP training (p < .01) and consequently to staff competence ( < .05). The implications for training, policy, and future research are discussed.     

Chapter 12: Wells Fargo's Employee Assistance Consulting Model

Abstract

Wells Fargo and Company's Employee Assistance Consulting (EAC) is an established and successful internal corporate-based EAP that delivers organizationally congruent services to a diversified financial services company with 80+ businesses and over 146,000 team members. While some elements of traditional EAPs are evident in the services provided by this entity, EAC also provides highly specialized and customized consultations to its corporate partners, business group customers and employees. Using a highly integrated service model that aligns closely with the specific strategy and operations of each Wells Fargo business, EAC is an invited guest at many of the company's most influential tables. EAC collaboratively partners with senior and line management, Human Resources, the Employment Law Department, Disability Management (called WorkAbility at Wells Fargo) and Risk Management, Corporate Benefits, Corporate Security, Learning and Development, and others to provide leadership and organizational influence on such wide ranging issues as threat assessment and management, business incident management, workplace trauma, health and productivity, and organizational and employee effectiveness. This article describes proven methods and strategies for maximizing organizational influence and positioning EAP consultants as effective business partners.