Roslyn H Chernesky
Biographic Data
| ID | 5823581 |
|---|---|
| NAME | Roslyn H Chernesky |
| GIVEN NAMES | Roslyn H |
| FAMILY NAME | Chernesky |
| SIGNATURE | CHERNESKY R H |
| AFFILIATIONS | Fordham University |
| VERIFIED | No |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 9 |
| WORKS AS AUTHOR | 9 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1985 |
| LATEST PUBLICATION YEAR | 2009 |
| H-INDEX | 1 |
Job Expectations and Intention to Leave in a State Child Welfare Agency
A cross–sectional survey of Connecticut's child welfare staff examined reasons for taking a public child welfare position and job expectations to better understand why workers leave. Workers who take jobs because they are committed to the mission of the agency were more satisfied and less inclined to leave. Regardless of why workers accepted the position, they were more likely to think about leaving if they thought the organization did not provid…
Brief Note
Women Managers Are Better
Foundation Grantmaking in the 1980s
Analyzing three recent reports on grantmaking trends that use the Foundation (Center's grants database, at picture emerges of how three human service fields-aging, substance abuse, and crime and justice fared in terms of foundation grantmaking during the turbulent period from 1983 to 1987 when federal support was reduced. Despite a sizeable increase in foundation dollars to each field which outpaced overall foundation giving, the authors caution …
On the Bias
Social Work Education and the Older Woman Student
This article presents the results of a study of a group of social work graduate women students over 40. The study explored developmental issues, identified major stressors while in school, and indicated the ways that these students coped. The discussion highlights the unique responses of the midlife woman student and suggests ways that schools can work more effectively with them. Directions for future research are identified, and suggestions give…
Women's Ways and Effective Management
Current knowledge about gender differences in managerial behavior as well as thinking about effective management styles suggests that the managerial style of women may be different from that of men and more effective. Findings from a study of women executives of human service agencies and their perceptions of how they approach administration support the assertion that women bring to their administrative positions a unique view and understanding o…
Women and Management
Women as Administrators
Journal Article Women as Administrators Get access Roslyn H. Chernesky Roslyn H. Chernesky Graduate School of Social Service, Fordham University, New York, New York Search for other works by this author on: Oxford Academic PubMed Google Scholar Social Work, Volume 30, Issue 6, November-December 1985, Page 536, https://doi.org/10.1093/sw/30.6.536 Published: 01 November 1985
Job Expectations and Intention to Leave in a State Child Welfare Agency
A cross–sectional survey of Connecticut's child welfare staff examined reasons for taking a public child welfare position and job expectations to better understand why workers leave. Workers who take jobs because they are committed to the mission of the agency were more satisfied and less inclined to leave. Regardless of why workers accepted the position, they were more likely to think about leaving if they thought the organization did not provid…
Women's Ways and Effective Management
Current knowledge about gender differences in managerial behavior as well as thinking about effective management styles suggests that the managerial style of women may be different from that of men and more effective. Findings from a study of women executives of human service agencies and their perceptions of how they approach administration support the assertion that women bring to their administrative positions a unique view and understanding o…
Women as Administrators
Journal Article Women as Administrators Get access Roslyn H. Chernesky Roslyn H. Chernesky Graduate School of Social Service, Fordham University, New York, New York Search for other works by this author on: Oxford Academic PubMed Google Scholar Social Work, Volume 30, Issue 6, November-December 1985, Page 536, https://doi.org/10.1093/sw/30.6.536 Published: 01 November 1985
Women and Management
Women's Ways and Effective Management
Current knowledge about gender differences in managerial behavior as well as thinking about effective management styles suggests that the managerial style of women may be different from that of men and more effective. Findings from a study of women executives of human service agencies and their perceptions of how they approach administration support the assertion that women bring to their administrative positions a unique view and understanding o…
Social Work Education and the Older Woman Student
This article presents the results of a study of a group of social work graduate women students over 40. The study explored developmental issues, identified major stressors while in school, and indicated the ways that these students coped. The discussion highlights the unique responses of the midlife woman student and suggests ways that schools can work more effectively with them. Directions for future research are identified, and suggestions give…
On the Bias
Foundation Grantmaking in the 1980s
Analyzing three recent reports on grantmaking trends that use the Foundation (Center's grants database, at picture emerges of how three human service fields-aging, substance abuse, and crime and justice fared in terms of foundation grantmaking during the turbulent period from 1983 to 1987 when federal support was reduced. Despite a sizeable increase in foundation dollars to each field which outpaced overall foundation giving, the authors caution …
Women Managers Are Better
Brief Note
Job Expectations and Intention to Leave in a State Child Welfare Agency
A cross–sectional survey of Connecticut's child welfare staff examined reasons for taking a public child welfare position and job expectations to better understand why workers leave. Workers who take jobs because they are committed to the mission of the agency were more satisfied and less inclined to leave. Regardless of why workers accepted the position, they were more likely to think about leaving if they thought the organization did not provid…
Psychology (9 works) · Business (5 works) · Political science (5 works) · Sociology (5 works) · Computer Science (3 works) · Gender Diversity and Inequality (3 works) · Law (3 works) · Law (3 works) · Medicine (3 works) · Service (business (3 works)