Working the frontlines: A case study of job dissatisfaction among paid employees in the John Howard Society

The experience of job dissatisfaction in Canada’s non-profit frontline workforce has led to problematic turnover rates, employee burnout/fatigue, and a reduced quality of service. The non-profit sector provides valuable services to vulnerable populations, such as the elderly, at-risk youth, people re-integrating back into society from prison, the disabled, those struggling with mental health issues, abused children, and other marginalized groups of people. Our governments cannot always provide services for these populations directly, and it is often the non-profit sector that reaches out and assists. This paper argues that frontline service quality is a public issue, and one way to address service quality is to focus on the overall wellness of the frontline work force and find ways to strengthen teams, build trust, loyalty, job commitment, intrinsic worth, and improve workplace health. The John Howard Society (JHS) was utilized as a case study to illustrate the major features of job dissatisfaction, specifically in Community Residential Facilities (CRFs) – halfway houses. An extensive literature review, frontline employee surveys, and interviews with JHS upper management personnel informed the policy analysis and recommendations. Several options are researched and analyzed, including: (1) workplace mentoring, (2) employee wellness, (3) team building, and (4) hiring a Director of HR. Each policy option is evaluated on its cost-effectiveness, equity, affordability, and impacts to overall job satisfaction.