NYAPRS Note: A recently published study by Jonathan P. Edwards (Columbia University School of Social Work) and Phyllis L. Solomon (University of Pennsylvania School of Social Policy & Practice) explores job satisfaction among peer support workers.. Burgeoning interest in, and demand for Peer Support Workers (PSWs) in a variety of service settings necessitates knowledge of factors critical to job satisfaction. Their findings include:
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Perceived organizational support. There must be demonstrated concern and interest in PSW’s role and tasks, structured supervision, pay equity, and organizational culture change at the macro level to optimally include PSWs, and the belief that support will be available when needed.
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Empowerment must be operationalized by promoting respect for the value of lived experience, the critical ingredient for which organizations ostensibly hire PSWs. PSWs need to be supported and encouraged to use their lived experience and expertise to assist others addressing similar issues. To achieve this, peer support work must not be compromised by requiring them to perform tasks outside their scope of practice.
See the abstract below or attached full study
Explaining Job Satisfaction Among Mental Health Peer Support Workers.
Edwards, J. P., & Solomon, P. L. (2023). Explaining job satisfaction among mental health peer support workers. Psychiatric Rehabilitation Journal. Advance online publication. https://doi.org/10.1037/prj0000577
Objective: Peer support practice has seen exponential growth during the past several decades. While there exists a body of research on job satisfaction among this emerging workforce, many studies had limited sample sizes and demographic diversity and focused on few facets of job satisfaction. The present study examines multiple factors associated with job satisfaction and compensates for limitations of previous smaller studies.
Methods: A convenience/snowball sample of 645 peer support staff was recruited via National Association of Peer Supporters and Academy of Peer Services listservs. Eligible participants were at least 18 years of age, currently employed for a minimum of 6 months, and residing in one of the 50 states or one of U.S. territories. Global and multidimensional facets of job satisfaction were measured using the Indiana Job Satisfaction Survey.
Results: Data from an anonymous online survey were analyzed using hierarchical linear regression. The main hypothesis was supported; coworker support, perceived organizational support, supervisor support, and job empowerment explained 71% of the variance in overall job satisfaction, Adj R² = 0.71, F(9, 271) = 77.77, p < .01, with age and status as a certified peer specialist significant contributors. Perceived organizational support and job empowerment explained most variance in overall job satisfaction. Conclusions and Implications for Practice: As this workforce continues to burgeon, it is crucial to promote peer support values, role clarity, certification, diversity, and optimal organizational and empowerment resources to sustain a satisfied and effective peer support workforce. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
Impact Statement: This study found when peer specialists feel empowered and valued by their organization they are satisfied in their job and therefore more likely to stay; this is consistent with previous studies on job satisfaction and demonstrates a relationship between job satisfaction and retention. This knowledge is crucial for organizations given their ability to implement resources and behaviors supporting job satisfaction, thereby cultivating sustainability of their workforce. (PsycInfo Database Record (c) 2023 APA, all rights reserved)