Motivating child welfare case managers: An application and extension of feedback information theory
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DOI: 10.1016/j.childyouth.2013.01.014
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- Boyas, Javier & Wind, Leslie H., 2010. "Employment-based social capital, job stress, and employee burnout: A public child welfare employee structural model," Children and Youth Services Review, Elsevier, vol. 32(3), pages 380-388, March.
- Ellett, Alberta J., 2009. "Intentions to remain employed in child welfare: The role of human caring, self-efficacy beliefs, and professional organizational culture," Children and Youth Services Review, Elsevier, vol. 31(1), pages 78-88, January.
- Faller, Kathleen Coulborn & Grabarek, Marguerite & Ortega, Robert M., 2010. "Commitment to child welfare work: What predicts leaving and staying?," Children and Youth Services Review, Elsevier, vol. 32(6), pages 840-846, June.
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- Courtney, Mark E. & Needell, Barbara & Wulczyn, Fred, 2004. "Unintended consequences of the push for accountability: the case of national child welfare performance standards," Children and Youth Services Review, Elsevier, vol. 26(12), pages 1141-1154, December.
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Cited by:
- Preston, Mark S., 2015. "Case manager job strain in public child welfare agencies: Job demands and job control's additive effects, and instrumental feedback's mediating role," Children and Youth Services Review, Elsevier, vol. 54(C), pages 30-40.
- Preston, Mark S., 2013. "Advancing case manager motivation in child welfare: Job control's curvilinear relationship and instrumental feedback's moderating influence," Children and Youth Services Review, Elsevier, vol. 35(12), pages 2003-2012.
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Keywords
Child welfare; Work motivation; Instrumental feedback; Job complexity; Job control; Feedback information theory;All these keywords.
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