Community Mental Health Journal, Vol. 40, No. 1, February 2004 ( 2004) The Effect of Organizational Conditions (Role Conflict, Role Ambiguity, Opportunities for Professional Development, and Social Support) on Job Satisfaction and Intention to Leave Among Social Workers in Mental Health Care Gila M. Acker, D.S.W. ABSTRACT: This study examined the relationships between the organizational conditions of social workers practicing in mental health agencies and their job satisfaction and intention to leave. A sample of 259 social workers, practicing in sixteen mental health agencies in New York State completed a questionnaire that included several measures: role conflict, role ambiguity, social support, extent of opportunities for professional development, type of work activities, job satisfaction and intention to leave. Results showed that the organizational conditions are strong predictors for job satisfaction and intention to leave. The author suggests that it is possible to find an appropriate balance between the professional expectations of social workers and the business-driven aspect of the mental health care environment. KEY WORDS: mental health agencies; role conflict; role ambiguity; social support. The job satisfaction of mental health social workers is important for both the agencies and the workers, as workers who derive satisfaction from their occupation are more likely to continue staying on their job, Address correspondence to Gila M. Acker, Social Work Program Director, Department of Social Sciences, York College, The City University of New York, Jamaica, New York 11451; e-mail: gilama2@aol.com. 65 2004 Human Sciences Press, Inc.
66 Community Mental Health Journal and provide high quality services to clients (Acker, 1999; Oberlander, 1990). During the nineties, the American health care system radically changed the way services were financed, organized, and delivered. This was a response to rising costs of treatment, increasing health care utilization and massive deficits and debts of health care organizations. In today s mental health environment, workers face new challenges because of increased client load, decreased funding, low salaries and limited opportunities for continuing education (Adams, 2001a; Drolen & Harrison, 1990). Cost containment and strict practice guidelines placed upon workers by third party payers result in fewer opportunities for social workers to use their professional decision-making skills and address clients problems autonomously. As a result, workers are more likely to view their professional activities as inappropriate and incongruent with their training, professional expertise and desires (Acker, 1999; Arches, 1997; Drolen & Harrison, 1990; Rosenbaum, 1992). This study investigates the relationships between role conflict, role ambiguity, social support, opportunities for professional development, and social workers job satisfaction and intent to leave the job. Three research hypotheses were tested: 1. Social workers experiencing higher levels of role conflict and ambiguity are more likely to have a reduced job satisfaction. 2. Social workers experiencing higher levels of social support at their job are more likely to have higher levels of job satisfaction. 3. Social workers experiencing higher levels of role conflict and ambiguity are more likely to intend to leave their job. 4. Social workers experiencing higher levels of social support at their job are less likely to intend to leave their job. 5. Greater opportunities for professional development are associated with higher levels of job satisfaction. 6. Greater opportunities for professional development are associated with a reduced intention to leave the job. RESPONDENTS The sample consisted of 259 mental health service providers from 16 outpatient mental health agencies in New York State. Workers were asked to complete self-report questionnaires which included several measures such as the Job in General Scale, role conflict and ambiguity scales and
Gila M. Acker, D.S.W. 67 social support scales. The questionnaires were anonymous. The response rate was 43%. Twenty respondents had doctoral degrees in social work, 190 had MSW or MA and 30 had BSW or BA. The respondents were primarily females (n = 192) and predominantly Caucasians (n = 221). The mean age was 43. The mean for years of experience in the mental health field was 12 years. MEASURES The Job in General Scale (JIG) developed by Ironson, Smith, Brannick, Gibson, and Paul (1989) measures job satisfaction. This scale consists of 18 global evaluative adjectives concerning the feelings about one s work (for example, pleasant, bad ). The alpha coefficient for the study s sample is.89. A scale constructed by Rizzo, House and Lirtzman (1970) measures role conflict and role ambiguity. The role conflict sub-scale consists of eight items reflecting the incongruities arising out of perceptions or performance of role requirements. The role ambiguity sub-scale consists of six items reflecting the clarity of behavioral requirements. Cronbach s alpha coefficients for this study sample are.85 for role conflict and.81 for role ambiguity. Social support was measured by a 12-item measure developed by Caplan, Cobb, French, van Harrison, and Pinneau (1980). This measure assesses the extent to which people around the worker (the worker s supervisor, co-workers, spouse and family) provide the worker with support and help. The alpha coefficients for this study sample are.86 for support from supervisor;.75 for support from co-workers; and.80 for support from spouse and family. Intention to leave was measured by asking the respondents to indicate the likelihood of making an effort to find a new job within the next year. Response options ranged from not likely at all to very likely on a three-point scale. Other measures included workers age, gender, job experience (in years), educational level, caseload size, opportunities for professional development, and satisfaction with the salary. DATA ANALYSIS Correlation coefficients were computed among all the study s variables including the workplace scales and the demographic variables. Multiple
68 Community Mental Health Journal regression analysis was conducted to evaluate how well the workplace variables predicted job satisfaction and intention to leave when controlling for demographic variables such as educational level of workers, age, gender and length of employment. RESULTS As indicated in Table 1 and Table 2 both role conflict and role ambiguity had statistically significant negative correlations with job satisfaction and positive correlations with intention to leave. Social support from the worker s supervisor and co-workers had statistically significant positive correlations with job satisfaction and negative correlations with intention to leave. Opportunities for professional development was positively correlated with job satisfaction and negatively correlated with intention to leave. Role conflict had also statistically significant negative correlations with social support from the supervisor (r =.21, p <.01) and from co-workers (r =.27, p <.01). Workers level of education had a statistically significant negative correlation with job satisfaction (r =.13, p <.01). Satisfaction with workers salary had statistically significant positive correlation with job satisfaction and negative correlation with intention to leave. Length of employment had statistically significant negative relationship with job satisfaction (r =.12, p <.01). Workers with long work experience performed primarily administrative and supervisory activities (r =.31, p <.01), and were more satisfied with their salary (r =.14, p <.05). Workers who were satisfied with their salary reported having greater opportunities for professional development (r =.23, p <.01). Satisfaction with the salary was negatively related to role conflict (r =.25, p <.01) and role ambiguity (r =.18, p <.01). Providing primarily concrete services was positively correlated with caseload (r =.14, p <.05), and negatively correlated with length of employment (r =.25, p <.01). Workers with higher levels of education reported lower levels of support from management (r =.25, p <.01), and were less involved with providing concrete services to clients (r =.36, p <.01). Educational level was also negatively associated with caseload (r =.14, p <.05) and with satisfaction with the salary (r =.12, p <.05). Gender and marital status were coded as dummy variables with male = 1 and married = 1. Men had higher levels of education (r =.15, p <.05), reported longer periods of employment (r =.11, p <.05) and were less involved in providing concrete services (r =.14, p <.05) than
Gila M. Acker, D.S.W. 69 TABLE 1 Summary of Hierarchical Regression Analysis for Job Satisfaction Zero-order Variable Correlation Beta t Step 1 (entry of demographic variables) Education.133*.166 2.594 Age.070.059.608 Gender.004.045.705 Marital.007.015.228 Number of children.013.010.127 Employment.122*.167 1.985 Salary.270**.305 4.778 Step 2 (inclusion of predictors) Role conflict.469**.275 4.333 Role ambiguity.335**.115 1.961 Social support from supervisor.318**.069 1.156 Social support from co-workers.427**.234 1.292 Professional opportunities.374**.236 4.182 Psychotherapy services.016.010.172 Concrete services.030.002.025 Administration activities.061.008.131 Caseload.043.070 4.286 Education.133*.109 1.800 Age.070.031 362 Gender.004.023.434 Marital.007.039.670 Number of children.013.079 1.160 Employment.122*.032.429 Salary.270**.116 2.011 *p <.05. **p <.01. women. Married workers reported shorter periods of employment (r =.19, p <.01), and higher levels of role conflict (r =.13, p <.05). Job satisfaction had a statistically significant negative association with intention to leave (r =.47, p <.01). To further explore how well role conflict and role ambiguity contrib-
70 Community Mental Health Journal TABLE 2 Summary of Hierarchical Regression Analysis for Intention to Leave Zero-Order Variable Correlation Beta t Step 1 (entry of demographic variables) Education.029.058.896 Age.138*.133 1.368 Gender.035.008.133 Marital.013.003.043 Number of children.097.038.474 Employment.104*.016.191 Salary.274**.291 4.557 Step 2 Role conflict.268**.171 2.438 Role ambiguity.147*.007.106 Social support from supervisor.184**.098 1.472 Social support from co-workers.131*.007.111 Psychotherapy services.021.045.703 Concrete services.044.015.212 Administration activities.038.117 1.743 Caseload.002.029.477 Professional opportunities.375**.316 5.146 Education.029.007.111 Age.138*.105 1.125 Gender.035.018.305 Marital.013.010.157 Number of children.097.087 1.146 Employment.104*.091 1.112 Salary.274**.182 2.855 Job satisfaction.468**.411 5.829 *p <.05. **p <.01. uted to the phenomenon of job satisfaction and intention to leave, the researcher conducted a regression analysis for each of the criterion variables. Demographic variables such as level of education, age, marital status, length of employment, and salary were entered in the first step
Gila M. Acker, D.S.W. 71 of a hierarchical regression model. At the next step, the workplace predictors that included role conflict, role ambiguity, caseload, type of work activities, extent of opportunities for professional development and social support were entered to determine what effect they would have on the criterion variables above and beyond the controls. The first multiple regression analysis which was conducted to predict job satisfaction resulted in a multiple R 2 of.117, [F (7, 229) = 4.351, p <.01] for step 1. The next step which included the workplace variables resulted in a multiple R 2 of.419, [F (16, 220) = 9.925, p <.01]. A comparison of the two models indicated that the change in R 2 was statistically significant F (9, 220 = 12.703, p <.01). The sample multiple correlation coefficient was.65, indicating that approximately 42% of the variance of the job satisfaction measure in the sample could be accounted for by the workplace variables. Next, a multiple regression analysis was conducted to predict intention to leave the job. Step 1 which included the demographic variables resulted in a multiple R 2 of.102, [F (7, 231) = 3.744, p <.01] for step 1. The next step which included the workplace variables resulted in a multiple R 2 of.274, [F (16, 222) = 5.242, p <.01]. A comparison of the two models indicated that the change in R 2 was statistically significant F (9, 222 = 5.857, p <.01). The sample multiple correlation coefficient was.52, indicating that approximately 27% of the variance of the intention to leave measure could be accounted for by the workplace variables. DISCUSSION The results of this study indicate that both the demographic category and the organizational category explain job satisfaction and intention to leave to a statistically significant degree. However, the workplace variables (role conflict, role ambiguity, social support and opportunities for professional development) have much stronger relationships with the criterion variables. These findings are consistent with other studies that demonstrate that the organizational conditions, play an important role in predicting job satisfaction and intention to leave (Mor-Barak, Nissly & Levin, 2001). These findings suggest the social workers are at great risk because of the unsatisfying working conditions which characterize the mental health care environment. Among the significant correlates of reduced job satisfaction were the following: Individuals with higher levels of education, longer work experience, large caseload and scarce income and opportunities for professional development. The
72 Community Mental Health Journal picture of the happier worker is consistent with those that perform administrative and managerial tasks, have better income and greater opportunities for professional development. The study findings highlight the significant role of social support in the workplace. Supportive work environment provides workers with an appropriate atmosphere to conduct high quality services, to derive gratification from their job and to be committed to their profession, even when the total mental health care environment is problematic. Mental health providers in this sample have fairly high social support (only few reported low levels of social support). This finding provides hope that workers will be able to survive the challenges and difficulties that they need to face. STUDY LIMITATIONS The convenience sample of social workers limits the generalizability of the study s findings. The response set of subjects when responding to self-report measures is another limitation, which is inclusive for this type of research design. The similar response set to the different items of the job satisfaction scale could be a result of a temporary mood of respondents at the time of responding to this survey. The moderate scores on the job satisfaction measure could be the result of what may be considered socially appropriate by the respondents. Another limitation is that the researcher had no information about the non-respondents. It is possible that agencies that refused to participate in this study as well as workers who chose not to respond to the study s questionnaire were those who were less satisfied and therefore, did not want to expose those kind of feelings. IMPLICATIONS FOR POLICY, PRACTICE AND RESEARCH It is important that agencies offer a supportive environment that mediates the stress contributed by factors such as role conflict, role ambiguity and insufficient resources. Making agencies supportive settings can be cost-effective for the worker, the agency and society. Although programs that provide support for staff may be considered expensive in today s climate, management needs to assess the cost effectiveness of such programs as they have been shown to significantly reduce stress. When workers do not derive satisfaction from their job they are more likely
Gila M. Acker, D.S.W. 73 to provide inadequate services, are more likely to be absent or late, and eventually may leave the job and even the profession. Supervisory support, peer support groups, and in-service training should all be considered as important interventions that can reduce the stress that is associated with the demands and the activities associated with mental health work. As the findings indicate that less educated and new workers carry large caseloads and are involved with providing concrete services, which are time consuming and stressful, it is important that management considers providing these workers with comprehensive new-employee orientation programs. New workers need to also be informed about the realistic aspects of mental health work, as unrealistic expectations lead to role conflict and dissatisfaction. Future research needs to examine if actual turnover should be assessed, since intention to leave may account for only a portion of actual turnover. Additionally, it is important to assess if workers who intend to leave their job plan to stay or quit the field of mental health or the social work discipline all together (Mor-Barak, Nissly & Levin, 2001). REFERENCES Acker, G. M. (1999). The impact of clients mental illness on social workers job satisfaction and burnout. Health & Social Work, 24, (2), 112 119. Adams, C. B. ( 2001a, Fall). The changing face of direct practice. LINKS, George Warren Brown School of Social Work. Arches, J. L. (1997). Burnout and social action. Journal of Progressive Human Services, 8, (2), 51 61. Caplan, R. D., Cobb, S., French, J. R. P., Jr., Van Harrison, R., & Pinneau, S. R., Jr. (1980). Job demands and worker health: Main effects and occupational differences. Ann Arbor: University of Michigan. Institute for Social Research. Drolen, C. S., & Harrison, W. D. (1990). State hospital social work staff: Role conflict and ambiguity. Administration and Policy in Mental Health, 18, (2), 127 129. Ironson, G.H., Smith, P.C., Brannick, M.T., Gibson, W.M., & Paul, K.B. (1989). Construction of job in general scale: A comparison of global, composite, and specific measures. Journal of Applied Psychology, 74, 193 200. Mor Barak, M.E., Nissly, J.A., & Levin, A. (December 2001). Antecedents to retention and ternover among child welfare, social work, and other human service employees: What can we learn from past research? A review and metanalysis. Social Service Review, 625 661. Oberlander, L.B. (1990). Work satisfaction among community-based mental health service providers: The association between work environment and work satisfaction. Community Mental Health Journal, 26, (6), 517 532. Rizzo, J. R., House, R. J., & Lirtzman, S. I. (1970). Role conflict and ambiguity in complex organizations. Administrative Science Quarterly, 15, 150 163. Rosenbaum, G. S. (1992). Role conflict and job satisfaction of master s level social workers who practice in the acute care hospital settings. DSW, Dissertation, Adelphi University.
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