Browsing School of Social Work by Subject "Management"
Now showing items 1-11 of 11
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Actively working to be more antiracist in the employee assistance fieldIn addition to the ongoing response to the Novel Coronavirus Disease–2019 (COVID-19), workplaces are addressing and beginning in many cases to dismantle long-standing systems and structures that uphold racism. These changes are happening quickly and around the globe. Employee Assistance Programs (EAPs) have an opportunity to support and guide workplaces leaders as they seek out guidance and new solutions to the two pandemics of COVID-19 and racism. To start this work; however, EAPs need to work internally to examine, challenge and change their own practices and behaviors in an effort to be a more diverse, inclusive, and anti-racist work and professional environment. This article describes 10 steps EAPs can take to start or continue on their journey to be more anti-racist within their own workplaces and with the workplaces they support.
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Employee Assistance ProgramsEmployee Assistance Programs (EAPs) are employer-sponsored services designed for assisting employees with personal, family or work problems. Most workplaces today have an EAP, as over 80% of medium and large size employers in the United States provide EAP benefits to their workforce. EAPs play an important role in helping troubled employees to balance the demands of work and personal life, while also supporting the employer’s goals for improved or sustained levels of workplace productivity. Common areas of need include stress, mental health disorders, substance abuse, other behavioral addictions, parenting issues, emotional problems, problems at work, and personal financial and legal concerns. EAPs they also support individual managers and the organization as a whole. This later kind of support includes efforts at prevention, training, management consultation, organizational development and crisis preparedness and response services. To accomplish these goals, EAPs often partner with other employee benefit programs including work/life, occupational health and wellness and disability claim management.
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The Impact of Federal Sector Unions on Supervisors' Use of Personnel PoliciesThis study investigates whether supervisors' use of management-initiated policies - in this case, alcoholism and EEO policies - is related to the presence of a union, the power of any union present (measured, among other ways, by certain bargaining outcomes), and the supervisors' awareness of the union's position on the policies in question. An analysis of interview data from supervisors in seventy-one federal installations, and from both national and local union officials, indicates that the supervisors' awareness of a union's position on the policies was positively related to use of both policies, as were certain aspects of union power. The presence of a union was also associated with greater use of the alcoholism policy, but not of the EEO policy. In addition, the authors analyze the reasons for the various compromises that occur in the use of each policy.
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The San Francisco Story: All It Just Takes is Two People Talking - Creating a Vision for the WorkplaceThis video was completed in 1998 by the San Francisco EAPA Chapter with the plan to interview the initial managers of several Employee Assistance Programs (EAPs) with the then-current managers of the same programs when possible. Interviews were conducted with managers from the following EAPs: Chevron, PG&E, and Wells Fargo. The initial manager of the Bank of America EAP and the then head of the Levi Strauss program were also interviewed. George Cobbs, CEAP was interviewed. Cobbs was the President of EAPA, Inc. from 1994-1996 and was the head of the Member Assistance Program for the International Longshoreman Warehouse Union / Pacific Maritime Association in San Francisco. These Union programs were and continue to be an important resource for helping employees.
