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1.
Soc Work Public Health ; 28(5): 477-95, 2013.
Article in English | MEDLINE | ID: mdl-23805803

ABSTRACT

Utilizing qualitative data analysis, this study focused on the attitudes, knowledge, and beliefs relating to smokeless tobacco (ST) as a reduced-risk cigarette substitute for smokers among focus groups from the general public and from the health profession. It revealed that there is a lack of awareness and understanding of ST products, which has a significant impact on overall perception of these products as acceptable substitutes. Regulatory actions regarding tobacco by the U.S. Food and Drug Administration should enhance consumers' access to accurate information about nicotine addiction and tobacco use.


Subject(s)
Health Knowledge, Attitudes, Practice , Smoking/therapy , Tobacco, Smokeless , Focus Groups , Humans , Risk Reduction Behavior , Smoking Prevention , Tobacco Use Cessation Devices , United States , United States Food and Drug Administration
2.
Child Welfare ; 88(3): 5-26, 2009.
Article in English | MEDLINE | ID: mdl-20084816

ABSTRACT

The purpose of this research was to compare the impact of different training methods on training transfer. Child welfare workers were assigned to one of three groups: classroom training only, classroom training plus reinforcement, and no training. The effect of these different training approaches on the transfer of assessment and case planning skills from the training was examined through a review of 120 child welfare case records. Results indicated that providing both training and reinforcement yielded a higher level of transfer than training alone or no training.


Subject(s)
Child Welfare , Inservice Training/methods , Reinforcement, Psychology , Social Work/education , Transfer, Psychology , Child , Educational Measurement , Humans , United States
3.
Child Welfare ; 88(5): 69-86, 2009.
Article in English | MEDLINE | ID: mdl-20187563

ABSTRACT

Graduates of specialized BSW child welfare education programs are more likely to be retained after two years of service in the agency, but many leave at the four year mark. Two studies explored possible reasons for departure at this time. The first study found that graduates of specialized child welfare programs were significantly more likely to engage in best practices in nine areas than workers from other fields. Thus, frustration with practice skill was ruled out as a cause. The second qualitative study found that poor supervision, lack of coworker support, and organizational stress among other variables prompted these high-functioning workers to leave the agency. Suggestions for innovative interventions to enhance retention at this critical juncture are included.


Subject(s)
Child Welfare , Personnel Selection/organization & administration , Social Work , Certification , Child , Humans , Job Satisfaction , Organizational Culture , Organizational Innovation , Personnel Loyalty , Personnel Selection/methods , Personnel Selection/standards , Social Work/education , Social Work/organization & administration , Social Work/standards , Stress, Psychological/etiology , Stress, Psychological/prevention & control , United States , Workforce
4.
Child Welfare ; 88(5): 87-107, 2009.
Article in English | MEDLINE | ID: mdl-20187564

ABSTRACT

The professional literature has described the critical role child welfare supervisors play in the recruitment and retention (R&R) of a competent workforce and in practice enhancement to produce positive outcomes for children and families. Building on findings from a federally funded demonstration project related to implementation of clinical supervision in the child welfare setting, this article provides a description of a comprehensive approach to achievement of these outcomes: an integrated implementation of an employee selection protocol, 360-degree evaluation and employee development planning, and peer consultation and support groups for supervisors. An outline of the evaluation designed to assess relative effectiveness of each component on organizational culture, staff R&R, and practice is provided.


Subject(s)
Child Welfare , Personnel Loyalty , Social Work , Staff Development/organization & administration , Administrative Personnel/organization & administration , Child , Humans , Leadership , Missouri , Peer Group , Personnel Selection , Personnel Turnover , Professional Competence , Social Support , Social Work/organization & administration , Social Work/standards , Social Work/trends , Staff Development/methods , Staff Development/standards , Workforce
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