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CHAPTER 2 LITERATURE REVIEW – THE EMPLOYEE ASSISTANCE PROGRAMME
INTRODUCTION
This literature review presents a retrospective overview of the developments in the EAP industry by initially focussing on the most modern interventions and thereafter moving to the origins. The literature review will also attempt to reflect on existing standards associated with these interventions and benchmarks during the evolution of the EAP. In trying to understand EAPs as they exist today it is necessary to define the context within which they have developed both within South Africa and the United States. This entails a review of the historical background, definitions of EAP models and relevant service delivery as well as factors that have influenced the development of EAPs through choice, core technology, and criterion set for maintaining standards. This literature study will trace the evolution of EAP and will cover crucial issues that have shaped modern EAPs, including the development of occupational social work (OSW) in countries around the world. EAPs as they exist today are a result of decades of evolutionary processes, which have not only been influenced by the history and dynamics of the countries that they have originated in, but also organizations which house them and occupational groups that have taken the responsibility to cultivate human service needs.
HISTORY OF EAP
Modern trends in EAP
Prohofsky (2007:27) traces the evolution of EAPs. She indicates that EAPs were established in the mid–1940s to address substance abuse issues. This objective did not change much over the next 30 years but by the mid–1970’s there were other challenges that employees were facing that had to be addressed. Some of the concerns included marital concerns, family issues, and prescription drug abuse, all of which began to fall under the expanding realm of EAPs. Prohofsky goes on to say that EAPs have continued to evolve, promoting wellness, productivity, and work/life balance services to meet the burgeoning needs of a diverse global work force. Epstein and Rubin (2007:13) further elaborate on the globalisation of EAP by stating that workforce performance and productivity issues are not confined to national borders. They are of the opinion that EAPs should not only be provided within a countries’ borders but that multinational organisations with locations around the world are also responsible for providing EAP resources to work forces within multiple locations globally which includes employees from diverse cultures, religions and races.
Value of EAP
While standards for EAPs were only introduced in South Africa in the late 1990’s and in the United States prior to this, the success of modern EAPs is based on demonstrating their value. This is echoed by Jorgensen (2007: 16) in his article on demonstrating EAP value. He states that EAPs provide many services including counselling, critical incidence responses, support for management, and many more; yet EAPs are unable to demonstrate effectively the calculable extent of how valuable they are to organisations. EAPs need to demonstrate that they belong to the world of work and not just to the world of health care. Both the pricing model (standard no. 4) and evaluation (standard no. 27) of the Employee Assistance Professionals Association of South Africa’s (EAPA SA) standards document support Jorgensen’s idea of communicating to organisations what EAPs do in real terms as well as providing verified evidence in a format that employers and human resource managers understand, appreciate and want. Jorgensen (2007: 16) elaborates further on how to demonstrate service effectiveness and EAP value. He indicates that the EAP industry has fallen into the trap of trying to communicate value simply by utilisation and supporting whoever can produce the highest number of attendees at the lowest cost. The employer does not necessarily win but the contractor does. There is a need to calculate value, demonstrate value and communicate value. The impact summary (below) as indicated by Jorgensen (2007: 16) measures the total approach as a balanced scorecard would.EAP Impact Summary A full-service EAP provider offers a wide variety of services in addition to employee counselling. It is this synergistic combination of clinical and organizational support services that maximizes the economic benefit for client organizations. Service utilization data for 2005, of a large organisation that provides an EAP service to its employees in the United States of America, is displayed below. The EAP Impact Summary is a balanced scorecard approach to measuring the total value of all EAP services to an organization. It is calculated from actual contacts made with an organization’s employees and managers, including counselling, workplace training, crisis response, and management consultation. It does not include peripheral contacts such as mailings, email, or telephone inquiries. The EAP Impact Score is a predictive indicator of the expected value for the organization under current utilization of EAP services.
EAP and risk management
Modern EAPs are also being confronted with ethical, compliance and legal issues and employers are starting to look for ways of managing behaviour.Gaipa (2006: 12) proposes that EAPs position themselves under a behaviour risk umbrella. She states that risk management is not about things being chaotic and totally out of control but rather about how you can prevent those things from happening. Early intervention is the highest form of risk management. She uses health care data to help determine what’s going on within the organisation but is similarly aligned with the world of work. EAP can interface with the behaviour risk model by getting involved at either individual or organisational levels. EAPs are even consulting with senior management in different parts of organisations depending on their expertise. Consultation processes within the organisation can include legal, compliance, risk as well as financial aspects. Gaipa (2006: 12) defines behaviour risk management as a re-engineering process of two workplace issues, namely loss prevention and the cost of managing people. Conflict resolution, sexual harassment, and ethical violations can all be grouped under the cost of managing people. From the information presented thus far, the researcher understands that the prevalence of EAPs can be attributed in part to the fact that employee assistance programmes save employers money by helping the organisation retain skilled workers and enhance workplace performance.Have we been successful, then, at demonstrating to South Africa that EAP is an investment rather than an expense, and a viable productivity tool rather than a social service programme? The question remains how best to position the EAP to enhance behaviour risk management? We still have some way to go. EAPs in South Africa must evolve to the levels where data can be used to confirm the value of the EAPs in business terms.
CHAPTER GENERAL INTRODUCTION
1.1 Basic premises in the Department of Correctional Services
1.2 The Employee Assistance Programme
1.3 Perspectives on the EAP
1.4 EAPA SA standards
2. MOTIVATION FOR THE STUDY
3. PROBLEM FORMULATION
4. PURPOSE / GOAL AND OBJECTIVES OF THE STUDY
4.1 Goal
4.2 Objectives
5. RESEARCH QUESTION
6. RESEARCH APPROACH
7. TYPE OF RESEARCH
8. RESEARCH DESIGN
8.1 Data Collection
8.2 Data Analysis
9. PILOT STUDY
9.1 Feasibility of the study
9.2 Pilot test of the data-collection instrument
10. DESCRIPTION OF THE RESEARCH POPULATION, DELIMITATION/ BOUNDARY OF SAMPLE AND SAMPLING METHOD
10.1 Population
10.2 Sample and sampling method
11. ETHICAL ISSUES
12. DEFINITION OF KEY CONCEPTS
13. LIMITATIONS OF THE STUDY
CHAPTER 2 LITERATURE REVIEW – THE EMPLOYEE ASSISTANCE PROGRAMME
1. INTRODUCTION
2. HISTORY OF EAP
2.1 Modern trends in EAP
2.2. Value of EAP
2.3 EAP and risk management
2.4 Strategic positioning of EAP
2.5 Training of modern Employee Assistance Professionals
2.6 EAPs and comprehensive wellness programmes
2.7 EAP and Work Life
2.8 EAPs and Organisational Culture
2.9 EAPs and future growth
2.10 EAPs and human capital
3. HISTORY OF OCCUPATIONAL SOCIAL WORK AND LINKS TO EAP
3.1 Occupational Social Work and EAP in Australia
3.2 Occupational Social Work and EAP in Germany
3.3 Occupational Social Work and EAP in India
3.4 Occupational Social Work and EAP in Ireland
3.5 Occupational Social Work and EAP in the United States
3.6 Occupational Social Work and EAP in South Africa
3.6.1 Training in Occupational Social Work
3.6.2 Legislation and EAP in South Africa
4. Models of EAP
4.1 The External Model
4.1.1 The Contract Model
4.1.2 The Consortium Model
4.1.3 The Hot – line Model
4.1.4 The Blended Model
4.2 The Internal model
4.3 Table of comparison between in-house and off-site models
4.4 Core Technology
4.4.1. Consultation and training
4.4.2. Problem identification and assessment
4.4.3. Constructive confrontation
4.4.4. Referral for diagnosis, treatment and assistance
4.4.5. Consultation to work organization
4.4.6. Consultation with work organization for health
4.4.7. Evaluation
5. DEFINITIONS OF EAP
6. CONCLUSION
CHAPTER 3 DEVELOPMENT OF EMPLOYEE ASSISTANCE PROGRAMME IN THE DEPARTMENT OF CORRECTIONAL SERVICES
1 . EAP IN DCS
2. INVESTIGATION REPORT
2.1 Report on committee enquiry into labour related problems at prison A.
2.1.1 Information from the interviews (labour problems)
2.1.2 Transformation
2.1.3 Poor Labour Relations
2.1.4 Discrimination
2.1.5 Stress Management
2.1.6 Corruption / Mismanagement
2.1.7 Conclusion
2.1.8 Recommendations in Report by Jali & Barlow (1996)
2.2 Report of Committee Enquiry into Labour Related Problems at Prison B
2.2.1 Senior Management Who Were On Sick Leave
2.2.2 Lookout Posts
2.2.3 The Negative Morale of the Workers
2.2.4 Understaffing
2.2.5 Safety of Nurses
2.2.6 Members on Stress / Sick Leave
2.2.7 Morale of the Members
2.2.8 Shortages of Staff
2.2.9 Whites Hampering the Transformation Process
2.2.10 Trust
2.2.11 Working Conditions
2.2.12 Recommendations
2.2.12.1 Retraining of Members
2.2.12.2 Members on Stress/Sick Leave
2.2.12.3 Psychological Analysis of Stress Factors
2.3 Report on Committee Enquiry into Labour Related Problems at Prison C
2.3.1 Introduction
2.3.2 Transport
2.3.3 Lack of Resources
2.3.4 Stress Management
2.3.5 Training
2.3.6 Corruption and Demotivation
3. REPORT ON EMPLOYEE ASSISTANCE PILOT WORKSHOP (19 January to 15 April 1999)
3.1 Executive Summary
3.2 Project description and methodology
3.2.1 Project goal
3.2.2 Objectives
3.2.3 Methodology
3.2.4 Calendar of workshops
3.2.5 Attendance of the workshops
3.2.6 Format of the report
3.2.7 Reconciliation of report presented by discussion groups
4. RECOMMENDATIONS
4.1 EAP Plan
4.2 Programmes
4.3 Services
4.4 Human Resource Management
4.5 Mechanisms for implementing recommendations
4.5.1 Human Resources
4.5.2 Financial Resources
4.5.3 Basic information systems
4.5.4 Report conclusion
4.6 Work plan
4.6.1 Services
4.6.2 Services level standards
4.6.3 Norms and standards
4.6.4 Risks
4.6.5 Implementation report on the post establishment of the EAP in DCS (1999)
4.6.6 The following duties of the EAP were also included in the document: DEPUTY DIRECTOR EAP
4.7 DCS Annual Reports for the years 2000/2001, 2001/2002, 2002/2003, 2003/2004, 2004/2005, 2005/2006, 2006/2007. 167
5. CONCLUSION
CHAPTER 4: EAPASA STANDARDS
1. INTRODUCTION
2. STRUCTURE
3. PURPOSE
4. DEFINITION OF AN EAP
5. SIGNIFICANCE AND USE OF PROFESSIONAL STANDARDS
6. GLOSSARY
7. STANDARDS
7.1 PROGRAMME DESIGN
7.1.1 ADVISORY / STEERING / EAP COMMITTEE
7.1.2 NEEDS ASSESSMENT
7.1.3 SERVICE DELIVERY MODELS
7.1.4 PRICING MODELS
7.2. IMPLEMENTATION
7.2.1 POLICY
7.2.2 POLICY STATEMENT
7.2.3 IMPLEMENTATION PLAN
7.3 MANAGEMENT AND ADMINISTRATION
7.3.1 STAFFING
7.3.2 EAP CONSULTATION AND CASE MANAGEMENT
7.3.3 CONFIDENTIALITY
7.3.4 RECORD KEEPING
7.3.5 PROFESSIONAL LIABILITY INSURANCE
7.3.6 ETHICS
7.4 DIRECT SERVICES
7.4.1 TRAUMA DEBRIEFING
7.4.2 CRISIS INTERVENTION
7.4.3 ASSESSMENT AND REFERRAL
7.4.4 SHORT-TERM INTERVENTION
7.4.5 MONITORING
7.4.6 FOLLOW-UP AND AFTERCARE
7.4.7 ORGANIZATIONAL CONSULTATION
7.4.8 TRAINING OF MANAGERS, SUPERVISORS AND UNION REPRESENTATIVES
7.4.9 MARKETING
7.5 NETWORKING
7.5.1 NETWORKING WITH INTERNAL ORGANIZATIONAL STRUCTURES
7.5.2 NETWORKING WITH EXTERNAL COMMUNITY ORGANIZATIONS AND RESOURCES
7.5.3 NETWORKING WITH PROFESSIONAL ORGANIZATIONS
7.5.4 NETWORKING WITH EXTERNAL AGENCIES
7.6 EVALUATION
8. CONCLUSION
CHAPTER 5. EMPIRICAL STUDY ON THE NATURE AND FORMAT OF EAP STANDARDS WITHIN THE DEPARTMENT OF CORRECTIONAL SERVICES
1. INTRODUCTION
2. PILOT QUESTIONNAIRE
2.1 Pilot questionnaire analysis
2.1.1 Pilot questionnaire summary
2.1.2 Pilot questionnaire conclusions
2.1.3 Pilot questionnaire recommendations
3. STANDARDS QUESTIONNAIRE
3.1 Demarcation of DCS
3.2 Responses per region
3.2.1 Discussion of data
3.3 HCC responses per region
3.3.1 Discussion of data
3.4. Occupational groups
3.4.1 Discussion of data
3.5 Age group
3.5.1 Discussion of data
3.6 Gender distribution per region
3.6.1 Discussion of data
3.7 Years of service
3.7.1 Discussion of data
3.8 Marital status
3.8.1 Discussion of data
4. RESPONSES PER STANDARD
4.1 Key to responses
4.2. Standard 1: Advisory Committee
4.3 Standard 2: Programme design
4.4. Standard 3: Model for service delivery
4.5. Standard 4: Pricing of EAP’s
4.6. Standard 5: The EAP policy
4.7. Standard 6: Policy statement
4.8 Standard 7: Implementation plan
4.9. Standard 8: Appropriate numbers and suitably qualified EAP professionals
4.10 Question 11
4.11 Standard 9: Consultation and/or case management
4.12. Standard 10: Confidentiality
4.13. Standard 11: Records
4.14. Standard 12: Professional liability insurance
4.15. Standard 13: Registration
4.16 Standard 14: Trauma defusing and trauma debriefing
4.17 Standard 15: Services for employees, family members and the organization
4.18. Standard 16: Assessments
4.19 Standard 17: Short-term intervention services
4.20 Standard 18: Monitoring of referrals
4.21. Standard 19: Follow-up and aftercare services
4.22 Standard 20: Consultation with the organization
4.23 Standard 21: Training
4.24 Standard 22: Promotional material
4.25 Standard 23: Internal networking
4.26 Standard 24: Health care delivery systems
4.27 Standard 25: Professional development programmes
4.28 Standard 26: Networking with external bodies
4.29 Standard 27: Evaluation
5. SUMMARY OF QUANTATIVE RESULTS
6. ANALYSIS OF QUALITATIVE DATA
6.1 Question 10
6.1.1 Discussion of data
6.1.2 Conclusions
6.1.3 Recommendations
6.2 Question 18
6.2.1 Discussion of data
6.2.2 Conclusions
6.2.3 Recommendations
6.3 Question 23
6.3.1 Discussion of data
6.3.2 Conclusions
6.3.3 Recommendations
6.4 Question 31
6.4.1 Discussion of data
6.4.2 Conclusions
6.4.3 Recommendations
7. SUMMARY OF QUALITATIVE RESULTS
8. ANALYSIS OF QUALITATIVE DATA FROM FOCUS GROUPS
9. SUMMARY OF QUALITATIVE RESULTS FROM THE FOCUS GROUP DISCUSSIONS
CHAPTER 6: CONSOLIDATED CONCLUSIONS AND RECOMMENDATIONS
1. INTRODUCTION
2. CHAPTER 1: GENERAL ORIENTATION TO THE STUDY
2.1 Consolidation
2.2 Conclusions
2.3 Recommendations
3. CHAPTER 2: LITERATURE REVIEW – THE EMPLOYEE ASSISTANCE PROGRAMME
3.1 Consolidation
3.2 Conclusions
3.3 Recommendations
4. CHAPTER 3: DEVELOPMENT OF EAP IN DCS
4.1 Consolidation
4.2 Conclusions
4.3 Recommendations
5. CHAPTER 4: EAPASA STANDARDS
5.1 Consolidation
5.2 Conclusions
5.3 Recommendations
6 CHAPTER 5: EMPIRICAL ANALYSIS
6.1 Consolidation
6.2 Conclusions
6.3 General Recommendations
6.4 Recommendations onthe advisory committee
6.5 Recommendations on programme design
6.6 Recommendations on the EAP model for service delivery
6.7 Recommendations on the appropriateness of the model for service delivery
6.8 Recommendations on the availability of the EAP policy
6.9 Recommendations on the accessibility of the EAP policy
6.10 Recommendations on the type of problem that maybe
addressed within the context of the EAP
6.11 Recommendations on policy statement guarantees
6.12 Recommendations on the implementation plan
6.13 Recommendations on the number of EAP professionals
6.14 Recommendations on the qualifications of the EAP
6.15 Recommendations on ongoing consultations for EAP professionals
6.16 Recommendations on statement of confidentiality in the written policy
6.17 Recommendations on the keeping of proper records
6.18 Recommendations on professional liability insurance
6.19 Recommendations on the registration of EAP professionals
6.20 Recommendations on the offering of trauma debriefing services
6.21 Recommendations on the offering of intervention services in crisis situations
6.22 Recommendations on assessments, plans of action and referrals
6.23 Recommendations on assessments
6.24 Recommendations on monitoring of referrals
6.25 Recommendations on follow up services
6.26 Recommendations on EAP consultation to the organisation
6.27 Recommendations on EAP training
6.28 Recommendations on networking
6.29 Recommendations on the utilisation of cost effective health care services
6.30 Recommendations on the maintenance and upgrading of qualifications
6.31 Recommendations on the training for EAP practitioners
6.32 Recommendations on the maintenance of contact with other EAP professionals
6.33 Recommendations on networking with external bodies
6.34 Recommendations on the evaluation of services
7. EVALUATION OF THE GOALS AND OBJECTIVES OF THE STUDY
8. EVALUATION OF THE RESEARCH QUESTION
9. RECOMMENDATIONS FOR FURTHER RESEARCH
10. REFERENCES
