M. Miller, T. Kimball, Alan W. Korinek, Sterling T. Shumway, R. Arredondo
{"title":"Enhancing Teams in the Workplace","authors":"M. Miller, T. Kimball, Alan W. Korinek, Sterling T. Shumway, R. Arredondo","doi":"10.1300/J022v19n02_03","DOIUrl":"https://doi.org/10.1300/J022v19n02_03","url":null,"abstract":"Abstract This article explores the literature on team-building, including its application to employee assistance programs and the relevant theories discussed within the field. In addition, the paper applies family systems theory, particularly experiential family therapy and structural family therapy, to team enhancing. The authors outline a model for team-enhancing that employee assistance professionals can use directly with the organizations they serve. The team-enhancing model consists of three phases: (1) Initial Contact and Assessment; (2) Team Assembly; and (3) Accountability and Follow-Up. The first phase is brief, with no sub-stages. Phase two consists of four stages. The third phase incorporates an accountability stage that offers the option of convening future team assemblies (i.e., meetings) to continue the team-enhancing process.","PeriodicalId":246202,"journal":{"name":"Employee Assistance Quarterly","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132906100","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Impact of Supervisor Influence Strategy and Relational Context on Readiness to Change for the Alcohol Abusing Employee","authors":"John Gribas, P. Vik, J. Christensen","doi":"10.1300/J022v19n02_01","DOIUrl":"https://doi.org/10.1300/J022v19n02_01","url":null,"abstract":"Abstract This study explores interpersonal influence dynamics occurring when a supervisor tries to persuade an alcohol abusing employee to seek help through an employee assistance program. The impact of influence strategy and relational context were examined through a controlled laboratory experiment. Results offer support for the hypothesis that a motivational influence strategy will be more effective than a confrontational strategy and modest support for the hypothesis that an in-group relational context may facilitate compliance better than an out-group relational context. Significant findings as well as some theoretically consistent but non-significant interaction effects are discussed in terms of implications for supervisor training and future research.","PeriodicalId":246202,"journal":{"name":"Employee Assistance Quarterly","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129386451","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A Need for Marriage and Family Services","authors":"Sterling T. Shumway, R. Wampler, R. Arredondo","doi":"10.1300/J022v19n02_05","DOIUrl":"https://doi.org/10.1300/J022v19n02_05","url":null,"abstract":"Abstract At intake for services from a comprehensive employee assistance program, clients (N = 3589, 14.2% referred by supervisor) indicated how much family, psychological/emotional, drug, alcohol, employment-related, legal, and medical problems troubled them and rated their need for services in each of these areas. Two thirds of clients rated their psychological/emotional and family problems and need for services as “considerable” or “extreme,” and 48.6% of clients rated both problem areas as “considerable” or “extreme.” These findings indicate the need for expanded employee assistance services for couples and families.","PeriodicalId":246202,"journal":{"name":"Employee Assistance Quarterly","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114768964","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Cyberspace","authors":"M. A. Richard","doi":"10.1300/j022v19n02_04","DOIUrl":"https://doi.org/10.1300/j022v19n02_04","url":null,"abstract":"Abstract The Internet has proven an exceptional tool for employees but it also has been shown to have many negative aspects. It can and does become a diversion from work; employees send personal e-mails, pay bills, etc., all while “on the clock.” For most these are but minor interruptions to productivity. However, for others it is a means to visit pornographic sites, send hate mail, etc., while at work. Employee assistance programs are being asked to help employees who abuse or are addicted to the Internet. For these individuals Internet capabilities hamper work performance, and result in family and/or legal troubles. To comprehend and respond appropriately to such issues, Information Technologies (IT) must be understood (Hines, 1994).","PeriodicalId":246202,"journal":{"name":"Employee Assistance Quarterly","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124034051","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
D. Stephenson, D. Bingaman, Chris Plaza, Rick Selvik, Brian Sudgen, Christopher Ross
{"title":"Implementation and Evaluation of a Formal Telephone Counseling Protocol in an Employee Assistance Program","authors":"D. Stephenson, D. Bingaman, Chris Plaza, Rick Selvik, Brian Sudgen, Christopher Ross","doi":"10.1300/J022v19n02_02","DOIUrl":"https://doi.org/10.1300/J022v19n02_02","url":null,"abstract":"Abstract Structured guidelines for conducting telephone counseling were developed and implemented in a large employee assistance program. This study evaluates the telephone counseling service in several areas, including utilization, clinical outcomes, client satisfaction, client reported productivity and absenteeism, counselor feedback, and efficiency. Clients who elect the telephone counseling modality and who are determined by the counselor to be appropriate for telephone counseling show results comparable to those for face-to-face counseling on various measures.","PeriodicalId":246202,"journal":{"name":"Employee Assistance Quarterly","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121030101","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Developing Standards for Accreditation","authors":"Stephanie Pacinella","doi":"10.1300/J022v19n01_02","DOIUrl":"https://doi.org/10.1300/J022v19n01_02","url":null,"abstract":"Abstract Standards development is a continuous process that relies on an inclusive, consensus-building methodology to ensure that standards maintain relevance in an ever-changing field. This article provides an overview of the framework for the Council on Accreditation (COA) Employee Assistance Program (EAP) Standards, and details the steps in the standards development process that resulted in both the first and current editions of the COA EAP Standards and Self-Study Manual. Areas of emphasis for future standards development are described.","PeriodicalId":246202,"journal":{"name":"Employee Assistance Quarterly","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121971598","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Council on Accreditation Employee Assistance Program Accreditation Process","authors":"Timothy J. Stockert","doi":"10.1300/J022v19n01_03","DOIUrl":"https://doi.org/10.1300/J022v19n01_03","url":null,"abstract":"Abstract The Council on Accreditation Employee Assistance Program accreditation process is time limited and facilitative in nature. It is a distinct, step-by-step process that involves an internal and external review of an organization's policies, procedures, and practices based on standards of best practice. This article provides an overview of the steps in COA's EAP accreditation process from application to reaccreditation, and discusses several of the distinguishing features of the process.","PeriodicalId":246202,"journal":{"name":"Employee Assistance Quarterly","volume":"252 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114014665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Issues in International Employee Assistance Program Accreditation","authors":"D. Masi","doi":"10.1300/J022v19n01_06","DOIUrl":"https://doi.org/10.1300/J022v19n01_06","url":null,"abstract":"Abstract This article describes the present size of Employee Assistance Programs outside of the United States. It emphasizes the rapid growth and the development of the profession beyond the Employee Assistance Professionals Association (EAPA). It then discusses the international programs and approaches to accreditation. Suggestions are made for international agencies that might be apprehensive about standards being too “American” and not being cross-culturally applicable. The Council on Accreditation (COA) appears the most logical, but the author also describes the recent development of worldwide guidelines, which have been sponsored by numbers of EAP groups. The guidelines might be a pathway or intermediary step to accreditation for those international EAPs that do not feel they are prepared to undergo the formal COA process.","PeriodicalId":246202,"journal":{"name":"Employee Assistance Quarterly","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115667385","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Interlock Employee and Family Assistance Corporation of Canada","authors":"P. Cayley, Ulrike Scheuchl, A. Walker","doi":"10.1300/J022V19N01_04","DOIUrl":"https://doi.org/10.1300/J022V19N01_04","url":null,"abstract":"Abstract The process of reaccreditation for Interlock was an extensive, often challenging, but ultimately exhilarating experience. It provided opportunities to grow as a company and led to the development of a number of new and improved systems and practices. This article describes Interlock's experience growing through this process. We attempt to define all of the strategic steps necessary for a successful achievement of accreditation. We also outline lessons learned in order to suggest useful guidelines for future applicants.","PeriodicalId":246202,"journal":{"name":"Employee Assistance Quarterly","volume":"114 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121299374","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}