Social support for improved work integration: Perspectives from Canadian social purpose enterprises

Abstract

Purpose

This paper aims to explore the ways in which social supports can promote enduring attachments to work and improve overall well-being of disadvantaged workers, within the context of social purpose enterprises.

Design/methodology/approach

With coordinators, managers and directors as informants, this mixed-methods study uses a survey and interviews to establish the availability and importance of different social supports found in social purpose enterprises across Canada, and to explore the reasons for such support mobilization and the influences that determine whether social supports are sought or accepted.

Findings

Findings substantiate the prevalence and importance of work-centred social supports. Social supports can promote more sustainable attachment to work by addressing work process challenges, ameliorating workplace conflict, attending to non-vocational work barriers and building workers’ self-confidence and self-belief. The source of a support, as well as the relationship between support providers and recipients, contributes to whether supports will be beneficial to recipients.

Research limitations/implications

Future studies require corroboration directly from the employees and training participants of social purpose enterprises. The limitations on the sampling and the survey response rate may limit generalizability of findings.

Practical implications

Findings contribute to knowledge on more effective social support provision for improved work outcomes and overall well-being of employees and training participants.

Originality/value

Applying theory from social support research brings greater clarity to the potential of work-centred supports for addressing both vocational and non-vocational barriers to employment and job training for disadvantaged workers.

Citation

Chan, A.N.W. (2015), "Social support for improved work integration: Perspectives from Canadian social purpose enterprises", Social Enterprise Journal, Vol. 11 No. 1, pp. 47-68. https://doi.org/10.1108/SEJ-07-2014-0033