A mixed-methods study of the impact of organizational culture on workforce retention in child welfare Wendy Zeitlin a, ⁎, Astraea Augsberger b , Charles Auerbach a , Brenda McGowan c a Yeshiva University, 2495 Amsterdam Avenue, New York, NY 10033, United States b Boston University, 264 Bay State Road, Boston, MA, United States c Fordham University, 113 West 60th Street, 7th Floor, New York, NY 10023, United States abstract article info Article history: Received 3 October 2013 Received in revised form 6 January 2014 Accepted 8 January 2014 Available online 17 January 2014 Keywords: Mixed-methods Worker retention and turnover Organizational culture Congruent values The recruitment and retention of a stable, qualified workforce has been an on-going challenge for the child wel- fare system. Prior research has identified both individual and organizational factors influencing retention and turnover in child welfare. The current study uses mixed methods to examine the impact of perceived organiza- tional culture on workers' intention to remain employed. Thematic analysis of the qualitative data revealed that perceived organizational culture, as understood as being comprised of both relationships and values, could be related to worker retention. Based on the qualitative findings, the researchers selected quantitative measures to operationalize the various aspects of organizational culture. Results from the logistic regression indicated that intention to remain employed was significantly related to organizational culture. Implications for practice are discussed. © 2014 Elsevier Ltd. All rights reserved. 1. Introduction The recruitment and retention of a stable, qualified workforce has been an on-going challenge for the child welfare system. National turnover rates in child welfare agencies range between 20 and 40% annually, and workers' tenure in these agencies average less than 2 years (American Public Human Services Association, 2001, 2003; United States General Accounting Office (GAO), 2003). High turnover rates are detrimental for a number of reasons. They af- fect the system's ability to provide high quality services to children and families in every practice area including preventive services, child pro- tection, foster care and adoption (Child Welfare League of America, 2008). Additionally, high turnover rates result in delays in achieving safety and permanency for children and families (Cahalane & Sites, 2008; United States General Accounting Office (GAO) (GAO), 2003). Prior research has identified both individual and organizational fac- tors influencing retention and turnover in child welfare (DePanfilis & Zlotnik, 2008; Ellett, 2009; Landsman, 2001; Mor Barak, Nissly, & Levin, 2001; Strolin, McCarthy, & Caringi, 2007); however, there has been an overall paucity of rigorous multivariate research on retention, in particular (Strand, Spath, & Bosco-Ruggiero, 2010). 1.1. Intention to stay employed Individual factors associated with worker retention in prior research include elements related to workers' perceptions about conditions within their workplaces. For example satisfaction with the job, feeling accomplished and effective, and sensing a good work-life fit have all been positively associated with job retention (Cahalane & Sites, 2008; Ellett, 2009; McGowan, Auerbach, Conroy, Augsberger, & Schudrich, 2010; Strolin et al., 2007; Zlotnik, DePanfilis, Daining, & Lane, 2005). Not surprisingly, higher levels of commitment to the agency and clients have also been related to worker retention (McGowan, Auerbach, Conroy, Augsberger, & Schudrich, 2010; Williams, Nichols, Kirk, & Wilson, 2011; Zlotnik, DePanfilis, Daining, & Lane, 2005). Additionally, a negative relationship has been identified between worker depersonal- ization and emotional exhaustion and retention (Cahalane & Sites, 2008; DePanfilis & Zlotnik, 2008). Finally, relationships have been rec- ognized between retention and workers' prior job experience, with those not previously employed in child welfare more likely to stay employed (DePanfilis & Zlotnik, 2008; Zlotnik et al., 2005). Organizational factors associated with job retention include co- worker, supervisor, and administrative support, satisfactory salaries, reasonable workloads, and opportunities for advancement (DePanfilis & Zlotnik, 2008; Dickinson & Perry, 2003; Ellett, 2009; Williams, Nichols, Kirk, & Wilson, 2011; Zlotnik et al., 2005). Additionally, organi- zational culture and workers feeling valued by the organization have also been associated with worker retention (Ellett, 2009; Zlotnik et al., 2005). The workforce literature has often discussed intention to stay, often used as a proxy for retention, and intention to leave, used as a proxy for Children and Youth Services Review 38 (2014) 36–43 ⁎ Corresponding author. Tel.: +1 201 960 0841; fax: +1 212 960 0821. E-mail addresses: wendy.zeitlin@yu.edu (W. Zeitlin), augsberg@bu.edub (A. Augsberger), auerbach@yu.educ (C. Auerbach), brmcgowan@fordham.edud (B. McGowan). 0190-7409/$ – see front matter © 2014 Elsevier Ltd. All rights reserved. http://dx.doi.org/10.1016/j.childyouth.2014.01.004 Contents lists available at ScienceDirect Children and Youth Services Review journal homepage: www.elsevier.com/locate/childyouth