Program needs and change orientation: implications for counselor turnover

Abstract

Although evidence suggests that turnover rates are higher in high-stress/high-needs work environments, it is unclear whether agencies' attempts at improving practices influence individuals' decisions to stay at or leave a job. The purpose of this study was to examine whether program needs and change orientation influence individual decisions to quit. A sample of 206 counselors from 25 outpatient substance abuse treatment programs completed the Survey of Organizational Functioning, rating the organization on program needs, leadership, and change. They also rated themselves on stress, burnout, and job satisfaction. Multilevel modeling indicated a significant interaction between program needs and change orientation, even after controlling for stress, burnout, job satisfaction, tenure, and selected program characteristics. When perceptions of program needs were high, counselors were more likely to stay if they felt that the organization was making progress toward change. These findings suggest that an orientation toward change can counteract negative effects of perceived need within the workplace.

Figure 1. Program Needs Means by Turnover Status within Each Program

25^th percentile score =27; 50^th percentile score = 29; 75^th percentile score = 32. Number of staff who “Left” ranged from 1 to 5, and averaged 2.08. Number of staff who “Stayed” ranged from 1 to 22, and averaged 6.16.

Figure 2. Interaction between Program Needs and Change Orientation

Note: Numbers represent mean change orientation scores