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Organizational factors differentiating high performing from low performing supported employment programs
Elizabeth A Gowdy1, Linda S Carlson, Charles A Rapp
1The University of Kansas, School of Social Welfare, Lawrence, 66044-3784, USA.
Psychiatric Rehabilitation Journal
|December 21, 2004
Summary
Administrative practices and leadership significantly impact competitive employment rates for adults with severe mental illness. Effective program administration fosters evidence-based practices, driving better employment outcomes.
Area of Science:
- Psychiatry
- Health Services Research
- Vocational Rehabilitation
Background:
- Competitive employment is a key outcome for adults with severe mental illness.
- Variability exists in program success for supported employment services.
- Factors influencing differential program performance require investigation.
Purpose of the Study:
- To identify factors differentiating high-performing from low-performing supported employment programs.
- To explore the role of administrative practices and staff in program success.
Main Methods:
- Qualitative study comparing five high-performing and four low-performing programs.
- In-depth interviews with program directors, supervisors, consumers, and staff.
- Constant comparative methods and content analysis of qualitative data.
Main Results:
- Significant differences found in administrative practices between high and low performing programs.
- Distinct roles of program administrators and therapists were identified as critical.
- Organizational culture shaped by administrators influences evidence-based practice implementation.
Conclusions:
- Program administration and organizational culture are crucial, yet often overlooked, factors in supported employment.
- Effective leadership is essential for successful implementation of evidence-based practices.
- Targeting administrative practices can improve competitive employment outcomes for individuals with severe mental illness.