Support From a Distance: How Home Care Agencies Influence Paid Caregiving in the Home

Paid caregivers (e.g., home health aides, personal care attendants, and other direct care workers) who care for functionally impaired older adults in the home frequently report that while rewarding, their work is logistically, physically, and emotionally demanding. Unlike direct care workers in institutional settings, paid caregivers work with care recipients one-on-one in private settings and often have limited contact with or support from their employers. These factors contribute to high workforce turnover and may impact the quality of patient care. In this symposium, we explore ways that home care agency policies and practices influence the experience of giving and receiving care in the home. First, Bryant et al. describe the range of agency-based models and the impact of workplace design in creating supportive working environments. Next, Fabius et al. explore characteristics of direct care agencies across Maryland, with implications for worker training and support. Reckrey et al. describe the differing perceptions of aides, caregivers and providers around the role agencies play in defining paid caregivers’ roles, and how this may lead to conflict within the caregiving team. Finally, in the context of COVID-19, Franzosa et al. examine communication and coordination between Veterans Affairs-paid agencies and home health aides during the pandemic, while Tsui et al. present a case study of an agency’s efforts to support paid caregivers through group support calls. Together, these studies highlight challenges in the structure, organization and perceptions of home care agencies, and identify potential avenues for agencies to support paid caregivers and their clients.

Is the perception of leaving the job of the lecturers influenced by quality work of life?

We know the lecturer workforce turnover for a university has considerable trouble. The lecturers' rapid turnover will influence the teaching process's stability. To shorten the lecturer workforce's turnover, the university desires to have an effort to enhance the quality of the lecturers' work-life. This research decides to create life's variables, which is a variables aspect for Maranatha Christian University lecturers to resign from their jobs. Using a survey method to get the data, it distributed questionnaires to 150 lecturers from Maranatha Christian University. The data collected were treated using Amos 22 software. The supervision style and job satisfaction variables' correlation results showed 5.33 and the relationship between salary allowances and supervision style showed a precise result. The conclusion obtained for Maranatha Christian University's lecturers, the quality of work-life, appears not instantly to touch lecturers' desire to move their jobs. However, the supervision and calculation of allowance salaries directly affect job satisfaction, although this relationship realistic presently affects lecturers to drop their jobs. The purpose of this research is to provide information for Maranatha Christian University. This research aims to scale down the lecturers' workforce turnover by increasing the quality work of life variables.

“I Want to Serve, But the Public Does Not Understand”—An Approach to Employees’ Intention to Stay In the Malaysian Construction Companies

This paper explicitly clarifies an employee’s goal to voluntarily stay in his/her current employment. A large volume of research has concentrated on corporate environments on the causes of workforce turnover. Nevertheless, little was done to investigate workers’ desire to remain, which was the essential parameter in determining their stay in the construction sector. Therefore, this research was undertaken to explore the relationship between job embeddedness (off-the-job and on-the-job and the intent of staying in Malaysian construction companies with the mediating impact of continuance commitment. For the analysis, a simple random under probability sampling technique was used. Of the overall 280 samples surveyed, 243 responded and used it in the report, 86.8% of the response rate. A structural equation modeling approach was used to analyze the direct and indirect relationships as drawn by the hypotheses. This research showed that the component of the off-the-job, on-the-job embeddedness and intention to stay were substantially linked. At the same time, continuance commitment plays a full mediation between the convergence of off-the-job, on-the-job and the intention to stay. These findings suggest that construction companies in Malaysia need to consider organizational and community embeddedness relationships along with continuance commitment in the invention of programs designated to influence workers’ intention to stay on their current jobs.

Exploring the impact of workforce turnover on the sustainability of evidence-based programs: A scoping review

Background Evidence-based programs (EBPs) are used across disciplines to integrate research into practice and improve outcomes at the individual and/or community level. Despite widespread development and implementation of EBPs, many programs are not sustained beyond the initial implementation period due to many factors, including workforce turnover. This scoping review summarizes research on the impact of workforce turnover on the sustainability of EBPs and recommendations for mitigating these impacts. Methods We searched 10 databases for articles that focused on an EBP and described an association between workforce turnover and the sustainment or sustainability of the program. We created a data abstraction tool to extract relevant information from each article and applied the data abstraction tool to all included articles to create the dataset. Data were mapped and analyzed using the program sustainability framework (PSF). Results and Discussion A total of 30 articles were included in this scoping review and mapped to the PSF. Twenty-nine articles described impacts of workforce turnover and 18 articles proposed recommendations to address the impacts. The most frequent impacts of workforce turnover included increased need for training, loss of organizational knowledge, lack of EBP fidelity, and financial stress. Recommendations to address the impact of workforce turnover included affordable and alternative training modalities, the use of champions or volunteers, increasing program alignment with organizational goals, and generating diverse funding portfolios. Conclusion The sustainment of EBPs is critical to ensure and maintain the short- and long-term benefits of the EBP for all participants and communities. Understanding the impacts of workforce turnover, a determinant of sustainability, can create awareness among EBP-implementing organizations and allow for proactive planning to increase the likelihood of program sustainability.

Antecedents 0f Women WorkForce Conflict and Turnover: The Role of Culture and Environment

Resolving workforce conflict and turnover issues have being a great concern. Even a greater challenge is to know how this conflict takes place. Organizations working to overcome gender inequality find it even more difficult to cope up with this situation when conflict arises in the Women Workforce. This study aims to explore the reason for Women Workforce conflict and turnover, and particularly explore the role of culture and environment. We proposed a theoretical framework explaining this phenomenon. We hypothesized that various factors such as Psychological work factors, lack of Diversity, incivility, Discriminatory HR planning, no identity separation, and Gender inequality negatively affect both work both culture and environment. And this would ultimately lead to women workforce turnover and conflicts. We establish its empirical validity by conducting a survey using a close-ended questionnaire. Data was collected from 314 individuals and analyzed using confirmatory factor analysis and structured equation modeling. The results showed that Diversity, and Identity Separation have a positive whereas Gender Inequality, and Discriminatory HR Planning have a negative significant effect on the Work Environment. Moreover, the work environment in turn positively affects Women Workforce Turnover and Workforce Conflict. Psychosocial work Factors also positively affect work culture, which subsequently affects both and Women Workforce Turnover, and Conflict. Hence work environment, and culture both play an effective mediatory role in-between these factors and Women Workforce Turnover, and Conflict. Findings imply that Culture and work environment should have been considered in a professional and well-directed manner.

The Whole-of-Person Retention Improvement Framework: A Guide for Addressing Health Workforce Challenges in the Rural Context

People living in rural places face unique challenges due to their geographic isolation and often experience poorer health outcomes compared to people living in major cities. The struggle to attract and retain an adequately-sized and skilled health workforce is a major contributing factor to these health inequities. Health professionals’ decisions to stay or leave a rural position are multifaceted involving personal, organisational, social and spatial aspects. While current rural health workforce frameworks/models recognise the multidimensional and interrelated influences on retention, they are often highly complex and do not easily support the development of strategic actions. An accessible evidence-informed framework that addresses the complexity but presents the evidence in a manner that is straightforward and supports the development of targeted evidence- and place-informed retention strategies is required. The ‘Whole-of-Person Retention Improvement Framework’ (WoP-RIF) has three domains: Workplace/Organisational, Role/Career and Community/Place. The necessary pre-conditions for improving retention through strengthening job and personal satisfaction levels are set out under each domain. The WoP-RIF offers a person-centred, holistic structure that encourages whole-of-community responses that address individual and workforce level needs. It is a significant response to, and resource for, addressing avoidable rural health workforce turnover that rural health services and communities can harness in-place.