Turning Over Turnover

Abstract

Human service programs often have major problems ensuring that all direct-care staff positions are filled and keeping staff members after they are hired. Work schedules may have an effect on maintaining the longevity of staff. The purpose of this study was to evaluate the effects of a revised direct-care staff-scheduling system in community homes serving adults with developmental disabilities. The revised direct-care staffing system, which used shift-style schedules, was compared on a variety of measures to existing staffing systems and to a staffing model using married couples and adaptations of the Teaching-Family Model (called Family-Teaching homes). The revised staff-scheduling system was evaluated before and after its implementation and then compared to the Family-Teaching homes using direct-care employee measures of: (1) turnover; (2) position vacancies; (3) number of different employees paid within a pay period; (4) average hourly wages; (5) number of hours worked; (6) average cost for employees per person served; and (7) employee satisfaction. The various staffing approaches were also compared on measures of parent/legal guardian satisfaction and overall program quality. The revised staff-scheduling system was superior when compared to the previous staff-scheduling system on measures of turnover (43% less), vacancies (57% fewer), number of direct-care employees involved in the care of the persons served (13% fewer), and hourly wages (8% more). All of this was achieved without affecting staff-to-client ratios. While these changes were positive, the Family-Teaching homes were associated with significantly better direct-care staff stability and lower costs.     

Employees Amidst Welfare Reform

SUMMARY

The impact of welfare reform on organizational functioning at the Georgia Division of Family and Children Services (DFCS) is measured between 1999 and 2000 using a longitudinal survey method, a large sample of employees, and multiple regression analysis. During this one year period the agency experienced a change in leadership as well as had to contend with the evolving requirements associated with the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 (PRWORA). The findings indicate that a trusted leadership and an organizational climate that is receptive to and fosters effective communication can improve the chances of successfully implementing large-scale organizational change like that created by the PRWORA.     

African American and White Managers:

Research points to differences in the experiences and response of African Americans and whites to organizational situations. This paper presents the results of a study which investigated differences in the management styles in eight local social service agency offices managed by African Americans and eight managed by whites. When the environment was turbulent, white managers responded by becoming more supportive of staff, while African American managers increased problem-solving communications. Staff in African American offices in turbulent environments had higher levels of job satisfation than either white offices of African Americans in nonturbulent environments.     

Paradigm lost: Reinvigorating the study of organizational culture

In spite of the importance of organizational culture, scholarly advances in our understanding of the construct appear to have stagnated. We review the state of culture research and argue that the ongoing academic debates about what culture is and how to study it have resulted in a lack of unity and precision in defining and measuring culture. This ambiguity has constrained progress in both developing a coherent theory of organizational culture and accreting replicable and valid findings. To make progress we argue that future research should focus on conceptualizing and assessing organizational culture as the norms that characterize a group or organization that if widely shared and strongly held, act as a social control system to shape members’ attitudes and behaviors. We further argue that to accomplish this, researchers need to recognize that norms can be parsed into three distinct dimensions: (1) the content or what is deemed important (e.g., teamwork, accountability, innovation), (2) the consensus or how widely shared norms are held across people, and (3) the intensity of feelings about the importance of the norm (e.g., are people willing to sanction others). From this perspective we suggest how future research might be able to clarify some of the current conflicts and confusion that characterize the current state of the field.     

Chapter 4: Research on the Integration of Employee Assistance,Work-Life and Wellness Services

SUMMARY

This article will focus on the research exploring the degree to which organizational integration of Employee Assistance, Work/Family and Wellness Programs has evolved since the early 1990s. The first study reviewed is the National Study of EAP and Work/Family Programs conducted in 1994 by Boston University's Center on Work and Family in which 100 of the top family friendly companies were inter viewed. Two major studies conducted under the guidance of the Employee Assistance Professional Association (EAPA) are then reviewed. The Phase I research conducted in 2001 was a large-scale survey of the professionals in fields of EAP and Work-life (N = 950). The Phase II research conducted in 2002 was comprised of two stages: A pilot study surveying vendors in the EAP and Work-life fields (N = 213) and a qualitative study consisting of in-depth interviews with vendors from all three professions (N = 79). The overall theme from this body of research is one of dramatically increasing movement and market demand for some form of collaboration/integration of service delivery. Finally, the chapter offers recommendations for further research regarding integration of services as well as implications for the professional fields.     

组织创新研究的主要流派及发展趋势

组织创新研究主要有两大流派,即内容学派和过程学派。前者着眼于组织创新影响因素的研究,其缺陷在于研究方法的静态性;后者则研究创新过程的性质,但它仍不能准确地表达组织创新实施的过程。目前,资源、能力、核心能力(包括企业家能力)对组织创新的影响日益受到关注。组织创新研究未来的发展趋势应是理论研究与实证研究相结合,广泛吸取相关领域的研究成果,突出资源、能力和企业家对组织创新的影响。     

人民公社失败的制度经济学解理 ——一个分析框架及其应用

本文通过构建一个"产权结构-计量能力-环境特性-经济绩效"的制度分析框架,揭示了人民公社组织制度低效率的根源,并引入"柠檬市场"模型从监督成本的维度解析了败德行为造成人民公社失败的生成机理.     

生产性企业组织学习最优控制模型及其理论分析

运用最优控制理论研究生产性企业组织学习活动的动态最优决策问题.以企业的概念性学习投资率和操作性学习投资率为决策变量,累积知识量、生产率、单位成本和废品率等为状态变量,计划期内的总利润为指标函数,建立了一个最优控制模型,其特点在于规范地描绘概念性学习和操作性学习对企业累积知识量、生产率、单位成本、质量以及企业利润的动态影响.根据生产性企业组织学习和生产经营的实际情况,提出了一些定量化表达的假设和定义.在假设和定义的基础上利用最大值原理分析了所建立的模型,获得了关于动态最优概念性学习投资策略和操作性学习投资策略性质的一些结论,将这些结论与实际问题相结合,指出了在生产性企业组织学习实践上的含义.     

A Corporate Culture Pattern to Manage Business Ethics

Within the general frame of proposals for an adequate management of business ethics, this paper is based on the vision of corporate culture as a pattern to achieve such purpose. If we consider ethics as a specific value of corporate culture, we may resort to the mechanism of cultural change and implementation in order to manage ethics. Despite the difficulties it entails in terms of time and money investment, this procedure is one of the safest ways to reach ethical values which are known, shared and then practiced by all the members of a corporation, whatever the category. From this central standpoint, and basing ourselves on our own proposal for the management of culture, we shall describe which specific steps must be taken in order to achieve a set of ethical values which are both realistic and furthermore shared by all collaborators of an organization. This revised version was published online in July 2006 with corrections to the Cover Date.     

Understanding the emergence of redistributed manufacturing: an ambidexterity perspective

Abstract

This paper extends operations strategy theory on efficiency and flexibility trade-offs to the emergent phenomenon of redistributed manufacturing (RDM). The study adopts a multiple-case design including five small and five large pharmaceutical firms. We propose that organizations can gain the efficiency benefits of centralized manufacturing and the flexibility advantages of RDM by building an ambidexterity capability. To build such a capability, large firms can structurally partition their manufacturing and supply management functions, with one sub-unit managing centralized production and the other RDM. Smaller enterprises can build an ambidexterity capability by creating the right organizational context, where multi-skilled workers switch between efficient and flexible tasks. This paper contributes to theory by explaining the emergence of RDM using an organizational ambidexterity lens, laying the groundwork for new theory development in the field. We provide managers with a practical example of how to build an ambidexterity capability to realize flexibility and efficiency advantages.