{'fraction_non_alphanumeric': 0.016740088105726872, 'fraction_numerical': 0.0, 'mean_word_length': 5.761904761904762, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Serving Workers in the Human Services: The Roles of Organizational Ownership, Chain Affiliation, and Professional Leadership in Frontline Job Benefits

A growing body of research has sought to understand forces shaping firms' approaches to employee compensation and the impacts of job benefits on both organizational performance and worker well-being. One such line of work has documented advantages from employers adopting generous compensation practices, as evidenced by more successful worker recruitment and retention. Little of this work, however, has attended to benefits provided within nonprofit and public human service settings or to low-level workers. Drawing on a sample of Wisconsin nursing homes, this study addresses this gap by examining the roles of ownership, chain affiliation, and professional leadership in compensation provided to nursing assistants. Results indicate that public and nonprofit ownership and chain membership are positively related to benefit levels. Workers fare unexpectedly less well with professional directors in for-profit and public settings but better within professionally led nonprofits.