Job retention in child welfare: Effects of perceived organizational support, supervisor support, and intrinsic job value

Abstract

This study uses a social exchange framework to address child welfare job retention. Data collected from an in-person survey of child welfare staff (Time 1) and staff retention information collected 15–17 months later (Time 2) were used to test hypotheses regarding the effects of extrinsic rewards, perceived organizational support, supervisor support, and intrinsic job value on job retention. Logistic regression and multilevel logistic regression models were conducted to assess the relative effects of individual- and organization-level influences on maintaining a child welfare job. Factors positively associated with job retention included the perceptions that an employer promoted life–work balance, that a supervisor was supportive and competent, and that few other job alternatives were available. In addition, organization-level turnover rates and unmeasured organizational characteristics affected the likelihood of job retention.