Navigating Challenges: A Qualitative Case Study on Turnover Experiences of Entry-Level Social Workers in Social Service Organizations

Background and Purpose: According to the Korea Association of Social Workers (2022), a survey of 1,192 social welfare facilities identified shortages of social workers as the foremost challenge particularly among entry-level positions. These workers often leave their job quickly due to shifting work values and poor working conditions, such as lower compensation, excessive working hours, and heavier workloads compared to similar professions. Given the significant turnover rate among them, recruiting and retaining high-quality social workers is a key task for social service organizations as a major concern in human resource management within the social work sector. Consequently, this study aims to thoroughly explore the turnover experiences of entry-level social workers, seeking to understand the dynamics of their career changes and the motivations behind their decisions to move to other fields.

Methods: For this purpose, in-depth interview data were collected from 12 individuals who worked in social work immediately after graduating from university and who are now employed in other fields. Participants were born between 1990 and 2010. Each semi-structured interview lasted between 90 and 120 minutes and was collected between August 2023 and January 2024. All qualitative data were digitally recorded and transcribed. For the analysis, data were conducted using the Atlas-Ti program (version 7.5.16). Open coding was used to derive sub-themes, followed by axial coding and selective coding.

Results: Using Careswell’s (2012) qualitative case study method, a total of 34 concepts, 13 sub-themes, and 4 main themes were identified to comprehend the participants’ experience related to turnover. First, ‘the closed organizational culture’, characterized by ‘a relationship with an inflexible boss’ or ‘unhealthy work-life balance’, led them to leave their organization. Second, ‘frustration with the desire to grow as an expert’, compounded by ‘lack of learning opportunity’ or ‘limited opportunity to utilize professional knowledge’, undermined their working morale. Third, ‘incompatible values in the workplace’, described by ‘unexpected social work site’, or ‘showing off performance,’ discouraged their work commitment. Lastly, ‘lack of autonomy in the workplace,’ portrayed by ‘limited work as a skilled freelancer’ or ‘lack of challenging task for potential,’ aggravated their turnover.

Conclusion and implication: This study provides strategic imperatives for human resource management within social service organizations in the scheme of the organizational environment and culture, aimed at alleviating challenges faced by entry-level social workers who are vulnerable to higher turnover intentions. It is crucial to foster a horizontal and creative organizational culture by transitioning away from a vertical and authoritative one, which inhibits two-way communication among members and disrupts work-life balance. Additionally, establishing an education-oriented and value-driven working environment that facilitates professional training and career development for expertise is essential. Finally, it is significant to cultivate workplace autonomy that enhances workers' freedom with a high level of flexibility in fostering potential and thriving as social workers.