The Role of Supervisory Referral in Employee Assistance Programs

Abstract

A growing number of organizations offer Employee Assistance Programs (EAPs) to help employees with their personal problems. Many organizations rely on their supervisors to help identify and refer troubled employees to the EAP for assistance, yet very little conclusive evidence exists regarding the factors that influence whether or not supervisors identify and intervene with troubled employees. A previous review of the literature (Nord & Littrell, 1989) found that the following variables were consistently related to referral: (a) degree of management support for the EAP, (b) gender of supervisor, (c) gender of subordinate, (d) existence of a supervisor network, (e) occupational category of the employees supervised, (f) social distance between supervisor and troubled employee, (g) supervisors' attitude toward their role in referral, and (h) supervisor knowledge of the EAP. However, results of some of the studies reviewed for the current paper were inconsistent with Nord and Littrell's (1989) findings. Additional research is needed in this area, including research on the effectiveness of EAP supervisory training, in order to provide guidelines for the administration of effective EAP programs.     

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.     

The Role of Needs Assessment in the Design of Employee Assistance Programs:

This paper describes the value of a multimethod needs assessment in developing and tailoring an employee assistance program (EAP) to the particular characteristics, problems, and resources of an organization and then provides an illustration of an EAP needs assessment conducted for a city municipality. Unique concerns of city employees, and the specific EAP programs designed to address these concerns, are highlighted.     

EAP Referral Training and Supervisor's Beliefs About Troubled Workers

This study was designed to investigate the relationship between EAP referral training and supervisors' interactions with troubled workers. Using a field survey, self-report, retrospective methodology, 224 industrial supervisors' beliefs about impaired employees were examined in connection with the former group's participation in constructive confrontation training and their attitudes toward EAPs. In general, based on Bayer and Gerstein's (1988a) Bystander-Equity Model of Supervisory Helping Behavior, it was predicted that supervisors who had attended training and/or held positive attitudes toward their EAP would report more welldeveloped beliefs about troubled workers than persons who had not received training and/or held negative attitudes toward their EAP. Overall, our results provided support for the idea that constructive confrontation training enhances supervisors' recognition of impaired employees. While we anticipated this finding, we did not expect supervisors to report that their attitudes toward their EAP were unrelated to their beliefs about troubled persons. Alternative explanations for why supervisors behaved differently from what we had anticipated are offered, as are suggestions for how to conduct research on other aspects of the supervisor-impaired worker identification process.     

Impaired Job Performance and Worksite Trigger Incidents:

Relatively little empirical research has been done on the supervisory referral of employees to employee assistance programs (EAPs). Inclusion of constructive confrontation (supervisory referral) into program standards and its continued promotion as "central strategy" of program theory and operation calls for critical investigation of supervisors' referral behavior, factors affecting their use of the strategy, and its effectiveness with the referred employees. This study examined two factors found to influence referral action-job performance and occurrence of an incident at the worksite which serves as a "trigger event" for the supervisor. Supervisors (N = 415) at 25 sites from seven organizations responded to a survey regarding their referral behavior. Both impaired job performance and worksite incidents were found to have significant relationship to the EAP referral handling of a specific "job problems" employee. Reported occurrence of a dramatic worksite incident accounted for about eight times as much of the observed referral index variance as a job performance (impairment) rating scale. An interesting, but statistically nonsignificant, trend was also found - the more "public" the incident, the greater the referral action taken. About half of the respondent supervisors were found to have taken no referral action whatever with their "job problems" subordinate. These findings raise questions about supervisors' perceptions of EAPs and their motivations in referral. More research into referral dynamics is needed if EAPs are to achieve their potential to help impaired workers and maximize cost savings for their host organizations.     

Workplace Problems and Needs for Lesbian and Gay Male Employees

Abstract

This article presents research findings pursuant to the problems and needs of lesbian and gay male employees, as perceived from a randomly selected national sample of employee assistance professionals. The research was based on a conceptual model for framing workplace interventions addressing issues of protection, inclusion and equity (PIE) for gay/lesbian employees. Findings indicate that heterosexual employees greatly underestimate the level of discrimination sexual minorities experience; women respondents were more sensitive to gay/ lesbian workplace issues than men; existing EAP and human resource services, programs and policies inadequately address gay/lesbian needs; significant differences exist between heterosexual and gay/lesbian employees' on perceptions of diversity training content and gay/lesbian EAP professionals feel the workplace is only somewhat “safe” for them as sexual minority employees.     

An Elder Care Training Needs Assessment Among Employee Assistance Program Staff Employed by New York State Government:

A mail survey of 224 EAP staff members employed by various departments of New York State government explored the issue of elder care. Self-report questionnaire data evaluated training history competence to handle employed caregiver problems/questions, and individual department commitment. Major findings generally replicated those of a previous regional study conducted with 95 Western New York EAP staff members. Survey results showed: (1) EAP staff members estimated that one in five employees currently provides care for an older dependent; (2) the majority (56.9%) of staff members have not received any training relevant to elder care; (3) self-assessed competence to handle elder care problems was low for 13 of 17 problem-solving domains constituting the Elder Care Competence Index (ECCI); (4) the few (14.9%) EAP staff members with extensive (two or more sessions) elder care training experience achieved ECCI scores nearly 150% higher than staff members without such training, p < .001; (5) most (73.0%) departments have not dealt with elder care in any formal way and only 3.6% of the EAP staff believe this inaction to be appropriate; and (6) department commitment to the issue of elder care is predictive of both training (p < .01) and staff competence (p < .01). The implications for training, policy, and future research are discussed.     

Evaluating Organizations Through an Employee Assistance Program Using an Organization Development Model

This article describes one of the first accounts of an Employee Assistance Program (EAP) staffed by a social worker in industry in the United States. The author was the social worker employed in this EAP (called the Industrial Social Work Project) which was originally motivated by a vice president's concern over employee turnover. The article describes in detail how the EAP was operationalized and used to evaluate the organizational culture by using an organizational development model which involved five overlapping phases. These were: (1) orientation/information gathering; (2) individual treatment; (3) research on cultural change; (4) team building and O.D. projects; and (5) O.D. management training. The main contention of this article is that organizations do in fact contribute to the "professional suicide" of employees, and those who plan to evaluate ENS are remiss not considering the organization context of such programs and their possible impact on employees.     

The Utility of Personality Inventories in the Employee Assistance Process

Abstract

A study was conducted to assess the usefulness of objective measures of personality in (a) the identification of employees in need of an employee assistance program (EAP) and (b) the evaluation of employee mental health change as a result of EAP participation. In addition, comparisons of EAP referred and non-referred employees were made on race, sex, age, and performance variables. MMPI, CPI, and SRA-Verbal Form test data from all or part of a sample of 376 police officers referred for fitness-for-duty evaluations were used in various analyses. Many of the officers were reassessed following an EAP intervention, while others chose not to accept the intervention (forming a natural control group). It was found that the MMPI-2 has the potential utility in both the identification and evaluation stages of the EAP process. Males and black employees were found to more likely to be referees to an EAP. Finally, it was found that referred employee performance was more than a half a standard deviation lower than that of non-referred employees.     

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.     

Experiences of internal and hybrid employee assistance program managers: Factors associated with successful,at-risk,and eliminated programs

Employee Assistance Programs (EAPs) originated as workplace-focused programs delivered largely by peer employees. Over the past 25 years, the once standard internal EAP has largely been replaced by internal/external hybrid programs or outsourced EAP vendors. Many long-standing internal programs have been downsized or eliminated, along with their internal program manager positions. This qualitative study examined the organizational, leadership, and programmatic characteristics associated with the internal and internal/hybrid EAPs from the perspectives of EAP managers working in programs that have thrived and those that have depreciated. Twenty-four current and former internal or internal/hybrid EAP managers were interviewed using a semistructured interview schedule. Qualitative methods were used to identify patterns and themes within the data to describe the experience of internal and internal/hybrid EAP managers and the critical success and risk factors associated with their positions and programs. Five final themes, with 15 subthemes emerged from the data, suggesting that both individual and organizational characteristics of EAP internal and hybrid programs are important to the program’s sustainability. These findings offer insights regarding best practices and critical success factors to EAP professionals, EAP purchasers, and the EAP industry.     

A Brief Overview of Research Techniques Used to Evaluate Three Employee Assistance Programs Through the Family Service Association of Metropolitan Toronto Experience

This article describes three models of Employee Assistance Program (EAP) evaluations used by the Family Service Association of Metropolitan Toronto, a major provider of national EAPs in Canada. Each EAP and their subsequent evaluation is tailored to the specific needs of the different organizations. Example l focuses on a case by case review. Example 2 describes a method of determining how well the EAP reaches troubled employees and comments on the effectiveness of the intervention. Example 3 describes how a simple but effective user survey provides information for evaluation purposes. These three evaluation models are examples of how EAPs and their evaluations respond to the uniqueness of various organizations and their respective client groups.     

The EAP Treatment of Depressed Employees

Abstract

This article applies calculations from the outcome literature on lost productive work time to the EAP treatment of depressed employees. Pre-and post-treatment measures were obtained on 11,756 employees who accessed treatment over a seven-year period. Sixty-six percent of these employees reported at least moderate symptoms of depression at the time of intake. After treatment, approximately half of the depressed subjects reported no such symptoms. Applying results from research conducted by Stewart, Ricci, Chee, Hahn, and Morganstein (2003) to the present study indicated substantial cost savings associated with the EAP treatment of depression. The article provides a model for calculating return on investment (ROI) by reducing lost productive work time (LPT).     

Women Survivors of Sexual Abuse:

This article discusses issues that employees bring to the workplace and to the EAP counselor when childhood incest is the refering problem. It examines three broadly related areas of potential difficulty that EAP counselors, employers and coworkers can anticipate from a coworker who is an incest survivor: power, control and connection. The impact of these dynamics on the workplace and the EAP counselor is explored. Treatment goals and interventions emphasize five key areas of intervention: ( I ) therapeutic relationship; (2) rituals; (3) flexible boundaries; (4) recognizing family and workplace patterns; and (5) creating workable realities for the survivor.     

A Systems Theory Analysis of Employee Assistance Programs

The systems theory principles of wholeness or nonsummativity, dynamic equilibration, nonlinear causality, feedback, equifinality, and permeable boundaries are described with conceptual and practical implications for employee assistance programs. Ten interfacing macrosystems relevant to EAP work are identified (e.g., employees; families; supervisors and management; unions; business community), and ways to account for and address the diverse agendas of these systems in EAP practice are discussed.     

From Invisibility to Voice

The purpose of this article is to articulate the salient issues of gay and lesbian employees, both in the workplace and in general. Hence, it also serves to sensitize Employee Assistance professionals and their interventions to the problems and needs of gays and lesbians. As less research and fewer publications have been focused on lesbian issues, this article offers a specific focus on the problems and needs lesbians experience in the workplace. Within the last year, there has been more visibility focused on lesbians and gays due to both state referenda seeking to curtail their civil rights protections and Federal initiatives to lift the military ban on homosexuals. Therefore, it is pertinent and timely for EAP professionals to become familiar with the issues that confront this group of employees, to ensure that Employee Assistance interventions can be developed which will be both appropriate and effective.     

Case Studies of Federal Occupational Health's EAP Responses to Natural Disasters

Summary

Employee assistance professionals have increasingly been called upon to address the emotional and mental health needs of customer organizations and their employees in response to large-scale natural or man-made disasters. In doing so, employee assistance program (EAP) professionals must use a repertoire of responses that encompasses a broad range of interventions, generally anchored in an understanding of and focus on the organization and its culture, mission, management and labor concerns, and other critical characteristics. The EAP's fallback response to a crisis affecting the workplace is often a critical incident stress debriefing or close variant of it. However, EAPs can best serve their customers at all levels with interventions attuned to an understanding of the workplace culture gained through a consultative relationship with management, while factoring in the nature of the disaster, the length of time and characteristics of the disaster's aftermath, and the nuances of the employees' physical and emotional needs throughout the entire disaster response and recovery process.

This article highlights these issues through the presentation of two case studies, gained from the hurricane response activities of the Federal Occupational Health (FOH) EAP. FOH, a service unit within the U.S. Department of Health and Human Services' Program Support Center, has 60 years of experience working in partnership with its federal agency customers to deliver comprehensive occupational health services to improve the health, safety, and productivity of the federal workforce. FOH's EAP contracts with vendor organizations to provide direct employee assistance, work/life, and related services to more than 1.3 million federal employees. The first case study describes (from the first person perspective) an on-site, multi-focused EAP intervention at a federal facility. The second case study describes management consultation with the U.S. Postal Service in response to major hurricane activity.     

Results

ABSTRACT

Corporations today are expecting employees to assume greater independence in the management of their own careers. This paper discusses ways that employees can become more empowered in response to the paradigm shift occurring in their work-lives. We suggest that group work intervention can facilitate conditions conducive to empowerment by focussing on the opportunities that employees have to develop a sense of personal control, and their inclination and capability to do so. Moreover, as EAP group workers trying to be supportive, we must be careful not to unintentionally engender continued dependency on the organization.     

Approaches used by employee assistance programs to address perpetration of intimate partner violence

Employee Assistance Programs (EAPs) are workplace resources available to employees with problems impacting work performance. EAPs are well-positioned to address intimate partner violence (IPV), a major public health problem with workplace impacts. A purposeful sample of 28 EAPs across the United States was surveyed to identify policies and programs to address IPV, including perpetration. Most EAPs did not report having standardized approaches for addressing IPV perpetration. EAPs also described significant barriers to identifying IPV perpetrators, with the majority relying on self-disclosure on the part of the perpetrator when contacting the EAP. These results suggest that many EAPs--even when interacting with employees who present with issues known to correlate with IPV--are missing a potential opportunity to assess and intervene with IPV perpetrators.     

Enhancing Well-Being at the Workplace:

The workplace is a social environment and for many the opportunity for social interaction at work is a source of satisfaction. Yet, the quality of relations is variable and can be a source of anxiety, stress and work dissatisfaction. There is a need to enhance employee well-being and to improve social relations by increasing the opportunity for social support at the workplace. Two approaches are proposed: (a) as a health promotion strategy, to provide employees with training in interpersonal skills, and (b) as a component of aftercare, to foster the development of formal and informal support networks in order to reintegrate employees with emotional difficulties into the workplace. These strategies are discussed in the light of their applicability to EAP practice.