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

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References

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2,485 cited

1998Emotional exhaustion as a predictor of job performance and voluntary turnover.1,680 cited

Cited by

2011WORKPLACE SOCIAL SUPPORT AND WORK–FAMILY CONFLICT: A META‐ANALYSIS CLARIFYING THE INFLUENCE OF GENERAL AND WORK–FAMILY‐SPECIFIC SUPERVISOR AND ORGANIZATIONAL SUPPORT1,286 cited
2012Does My Boss's Gender Matter? Explaining Job Satisfaction and Employee Turnover in the Public Sector239 cited
2008Child Welfare Worker Characteristics and Job Satisfaction: A National Study174 cited
2008Clinical supervision, emotional exhaustion, and turnover intention: A study of substance abuse treatment counselors in the Clinical Trials Network of the National Institute on Drug Abuse162 cited
2012Workplace demands and resources as antecedents of job burnout among public child welfare workers: A longitudinal study157 cited
2010Factors influencing child welfare employee's turnover: Focusing on organizational culture and climate156 cited
2008Intentions to remain employed in child welfare: The role of human caring, self-efficacy beliefs, and professional organizational culture141 cited
2006Causes and Effects of Child Welfare Workforce Turnover135 cited
2019The impact of perceived supervisor support on employees’ turnover intention and task performance131 cited
2013The surprisingly weak evidence base for supervision: Findings from a systematic review of research in child welfare practice (2000–2012)126 cited
2006Factors that contribute to high turnover among residential child care staff125 cited
2020Social Worker Well-being: A Large Mixed-Methods Study112 cited
2010Beyond intent to leave: Using multiple outcome measures for assessing turnover in child welfare112 cited
2008Individual and organizational factors in job retention in Kentucky's child welfare agency103 cited
2019Impacts of transformational leadership on turnover intention of child welfare workers101 cited
2013Organizational learning culture and leader‐member exchange quality101 cited