TY - JOUR
T1 - University based employee assistance programs and outsourcing
T2 - The case for diversified function
AU - Hughes, Daniel
N1 - Funding Information:
the process of employee assistance program diffusion received both funding and political support from the National Institute of Alcohol Abuse and Alcoholism (NIAAA). This included a grant to the University of Missouri for a series of EAP focused conferences beginning in 1976. By 1979 57% (fifty seven percent) of all Fortune 500 companies had some form of an EAP (Roman, 1979). Initially, “the prototypical EAP” was an internal program staffed by employees of the host work organization (Roman, 1990). However, external programs would become increasingly popular, representing an alternative model of service. In these external programs EAP services were contractually negotiated and provided by outside vendors. Significantly, EAPs began to address a diverse range of problems affecting employee performance beyond the single issue of alcohol abuse (Googins, 1993). These ‘broad brush’ programs were quickly embraced by organizations, managers and employees as the pace of EAP diffusion accelerated throughout the 1980s and 1990s (White & Sharar, 2003). Academic institutions followed this trend frequently opting for the establishment of internal programs. However, sweeping social changes including technological innovation, the reorganization of work and economic globalization have led to profound changes in the American Workplace. Today universities and other academic institutions are implementing various techniques and business strategies from distance learning to outsourcing, as they seek to thrive in an increasingly competitive economic environment. Consequently, if internal programs are to survive in academic institutions, they must develop and implement strategies designed to sustain their existence and affirm their unique value. This paper will explore the impact of these processes, offer some concrete suggestions to strengthen internal programs in academic settings and submit an argument why these programs should be maintained and enhanced.
PY - 2007
Y1 - 2007
N2 - Academic organizations are unique settings for employee assistance practice. Recent changes in both the workplace and the employee assistance field have raised questions about the economic viability of internal university based programs. Data collected by the International Association of Employee Assistance Programs in Education (IAEAPE) indicates that a trend toward outsourcing has emerged. This paper submits a three-part strategy for university based programs to strengthen their fiscal base and reduce the risk of outsourcing. Operationally, it suggests that academically oriented programs should embrace a "Diversified Function Model" that includes the development of external contracts, practice-based research and teaching. The author argues that internal university based programs are ideally positioned to rebuild the once vigorous relationship between the employee assistance field and the academic community. The multi-faceted value of university based programs is discussed in terms of knowledge building, education and professional credibility. Accordingly, the paper concludes that university based internal programs constitute a vital resource to the field and should be maintained.
AB - Academic organizations are unique settings for employee assistance practice. Recent changes in both the workplace and the employee assistance field have raised questions about the economic viability of internal university based programs. Data collected by the International Association of Employee Assistance Programs in Education (IAEAPE) indicates that a trend toward outsourcing has emerged. This paper submits a three-part strategy for university based programs to strengthen their fiscal base and reduce the risk of outsourcing. Operationally, it suggests that academically oriented programs should embrace a "Diversified Function Model" that includes the development of external contracts, practice-based research and teaching. The author argues that internal university based programs are ideally positioned to rebuild the once vigorous relationship between the employee assistance field and the academic community. The multi-faceted value of university based programs is discussed in terms of knowledge building, education and professional credibility. Accordingly, the paper concludes that university based internal programs constitute a vital resource to the field and should be maintained.
KW - Education
KW - Employee Assistance Programs
KW - Knowledge building
KW - Outsourcing
KW - University
UR - https://www.scopus.com/pages/publications/39749172582
U2 - 10.1300/J490v22n02_03
DO - 10.1300/J490v22n02_03
M3 - Article
AN - SCOPUS:39749172582
SN - 1555-5240
VL - 22
SP - 27
EP - 41
JO - Journal of Workplace Behavioral Health
JF - Journal of Workplace Behavioral Health
IS - 2-3
ER -