Agency-based design teams effectively address workforce issues in public child welfare agencies. This article presents findings from an adaptation of a design team intervention for private child welfare agencies. A longitudinal mixed-methodology design measures effects of the intervention and conditions of implementation. Pre–post surveys of workers (n = 137) and a comparison group (n = 153) measure climate, job satisfaction, perceptions of child welfare, and intent to leave. Statistically significant increases of 0.37 points on dimensions of organizational justice and support (justice: p = 0.01; support: p = 0.03) parallel the team’s perceived effect of their work—that it will make the organization more fair and accountable.
|Number of pages||16|
|Journal||Human Service Organizations Management, Leadership and Governance|
|State||Published - 8 Aug 2015|
- leadership and organizational change
- organizational theory and analysis
- workforce/workplace issue in human service organizations