Social Worker Turnover under the Lump Sum Grant Subvention System in Hong Kong: Organisation-Level Analyses

Abstract Increasing turnovers of social workers under the managerialist system of service subvention in Hong Kong have aroused much concern, but systematic and evidence-based investigation of the problem remains limited, particularly at the organisational level. Using organisation-level data collected from the managers of 101 service organisations, this study examines how organisational characteristics and management practices associate with the turnover rates of social workers. The results show that starting salaries of social workers, income inequality between social workers and managers and service types of organisations affect the odds of emerging social worker turnover. Meanwhile, hiring practices that replace social worker positions with lower-paid jobs and lack of peer support in larger service organisations increase the odds of both emerging and severe turnovers of social workers. Differentiated employment terms and income stratification amongst social workers in the same organisation, however, do not have a significant relationship with social worker turnover. Our findings suggest that social workers tend to demonstrate solidarity as a professional group under the managerialist welfare and service administrations in Hong Kong. Organisational justice in salary distribution and organisational respect for their professional values and team spirits may retain them in service delivery for longer times.