The influence of supervisor support, peer support, and Organizational culture among early career social workers in Child Welfare Services.

Abstract

Previous studies have demonstrated that those who are in the first years of Child Welfare Services (CWS) employment are at particularly high risk for turnover. This study explored how the effects of support and organizational culture on retention (as the antidote for turnover) vary across different stages of CWS careers. A sample of 767 workers was divided into subgroups based on their years in CWS. A series of multilevel models were used to examine the differences between the groups. Findings include the crucial role supervisor support plays in retaining workers not only in their agencies, but in the field of CWS. In addition, passive defensive organizational culture has a negative effect on early career workers, but not on mid or late career workers. This suggests that a unique sensitivity to passive defensive organizational cultures exists early in CWS workers' careers that appears to dissipate over time. Implications for organizational practices are discussed.