Job Satisfaction and Other Characteristics of Asian American Human Service Workers

1987 ◽  
Vol 23 (4) ◽  
pp. 7-9 ◽  
Author(s):  
R. L. McNeely
Keyword(s):  
Job Satisfaction ◽  
Asian American ◽  
Human Service ◽  
Service Workers ◽  
Human Service Workers

Job satisfaction and job stress among African‐American human service workers

1990 ◽  
Vol 16 (3) ◽  
pp. 47-60
Author(s):  
Howard V. Brabson ◽  
Charles A. Jones ◽  
Srinika D. Jayaratne
Keyword(s):  
Job Satisfaction ◽  
African American ◽  
Job Stress ◽  
Human Service ◽  
Service Workers ◽  
Human Service Workers

Where Do Job Demands Come From? A Study of Human Service Workers

2013 ◽  
Author(s):  
T. S. Kristensen ◽  
A. Guichard ◽  
M. Borritz ◽  
E. Villadsen
Keyword(s):  
Human Service ◽  
Job Demands ◽  
Service Workers ◽  
Human Service Workers

The Rise of Managerialism in the US: Whither Worker Control?

2020 ◽  
pp. 193-216
Author(s):  
Mimi Abramovitz ◽  
Jennifer Zelnick
Keyword(s):  
New York ◽  
New York City ◽  
York City ◽  
Human Service ◽  
Service Workers ◽  
Human Service Workers ◽  
Non Profit ◽  
The Us ◽  
Democratic Control ◽  
The Impact

This chapter investigates the impact of managerialism on the work of non-profit human-service workers in New York City, drawing on survey data to paint a portrait of a sector that has been deeply restructured to emulate private-market relations and processes. It uses the Social Structure of Accumulation (SSA) theory to explain the rise of neoliberal austerity and identify five neoliberal strategies designed to dismantle the US welfare state. The chapter also focuses on the impact of privatization, a key neoliberal strategy; shows how privatization has transformed the organization of work in public and non-profit human-service agencies; and details the experience of nearly 3,000 front-line, mostly female, human-service workers in New York City. It argues that austerity and managerialism generate the perfect storm in which austerity cuts resources and managerialism promotes 'doing more with less' through performance and outcome metrics and close management control of the labour-process. Closely analysing practices for resistance, the chapter concludes that in lower-managerial workplaces, workers had fewer problems with autonomy, a greater say in decision making, less work stress, and more sustainable employment, suggesting that democratic control of the workplace is an alternative route to quality, worker engagement, and successful outcomes.

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