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An Investigation of the Strategies used by Organizations Participating in the Welfare-to-Work Network Programs and Correlation of the Strategies with the Retention Data to Determine Best Practices for Job Retention among Former Welfare Recipients.
FIU Electronic Theses and Dissertations
  • Pauline J Smith, Florida International University
Document Type
Dissertation
Department
Adult Education
First Advisor's Name
Thomas Reio
First Advisor's Committee Title
Co-Committee Chair
Second Advisor's Name
Tonette Rocco
Second Advisor's Committee Title
Co-Committee Chair
Third Advisor's Name
Dawn Addy
Fourth Advisor's Name
Patricia Barbetta
Keywords
  • welfare reform,
  • welfare job retention,
  • employer job retention,
  • job retention strategies
Date of Defense
11-12-2010
Abstract
This ex post facto study (N = 209) examined the relationships between employer job strategies and job retention among organizations participating in Florida welfare-to-work network programs and associated the strategies with job retention data to determine best practices. An internet-based self-report survey battery was administered to a heterogeneous sampling of organizations participating in the Florida welfare-to-work network program. Hypotheses were tested through correlational and hierarchical regression analytic procedures. The partial correlation results linked each of the job retention strategies to job retention. Wages, benefits, training and supervision, communication, job growth, work/life balance, fairness and respect were all significantly related to job retention. Hierarchical regression results indicated that the training and supervision variable was the best predictor of job retention in the regression equation. The size of the organization was also a significant predictor of job retention. Large organizations reported higher job retention rates than small organizations. There was no statistical difference between the types of organizations (profit-making and non-profit) and job retention. The standardized betas ranged from to .26 to .41 in the regression equation. Twenty percent of the variance in job retention was explained by the combination of demographic and job retention strategy predictors, supporting the theoretical, empirical, and practical relevance of understanding the association between employer job strategies and job retention outcomes. Implications for adult education and human resource development theory, research, and practice are highlighted as possible strategic leverage points for creating conditions that facilitate the development of job strategies as a means for improving former welfare workers’ job retention.
Identifier
FI10120808
Citation Information
Pauline J Smith and. "An Investigation of the Strategies used by Organizations Participating in the Welfare-to-Work Network Programs and Correlation of the Strategies with the Retention Data to Determine Best Practices for Job Retention among Former Welfare Recipients." (2010)
Available at: http://works.bepress.com/ruijiaoli/40/