Recognising and Responding to Burnout: Insights From Social Work Managers and Supervisors in Australia

One needs only to look at recent presidential and congressional election results to see a growing public unhappiness with government. In 1992 Texas billionaire Ross Perot ran for president as a third-party protest candidate and received nearly 20 percent of the vote, the largest number of votes cast for a third-party candidate in a U.S. presidential election (NBC News, 1993). During the 1994 midterm elections, the Republican party gained control of both houses of Congress as well as many state legislatures, ending nearly four decades of control by the Democratic party. With their new majorities, Republicans quickly worked to implement provisions of the Contract with America (Gingrich, Armey, and the House Republicans, 1994), which emphasized shifting many federal government responsibilities to state and local governments. There is also a growing disaffection with what is broadly termed welfare and the associated public and nonprofit social work and human services organizations. Although welfare, as reflected by Aid to Families with Dependent Children (AFDC), is a small proportion of the total public expenditure, it nonetheless symbolizes the perceived failure of government to deal effectively with social realities. Welfare bashing is a frequent topic of radio and television talk shows. Although such popular discourse may be valuable in a democracy, it places social work professionals and managers in a defensive posture. These realities make the social work manager's job more difficult. In the near future the changing political realities and their social and cultural context will bring additional challenges to the social work profession and to those who manage social work and human services organizations. Leaders from both political parties are responding to a common set of economic and social forces and assumptions - even though they disagree on specifics - that are driving them to seek solutions to the federal budget deficit, rampant increases in expenditures for various entitlement programs, and decades of growth in federal regulations that affect almost every aspect of Americans' lives. It is almost certain that what is termed the devolution revolution (Nathan, 1995) will continue regardless of the November 1996 election outcome. Budget controls, selective tax reductions, caps on entitlement spending, and means-tested benefits tied to socially responsible behavior are currently being implemented. In addition, block grants with reduced funding levels and regulations and the increased use of purchase-of-service (POS) agreements and other means to draw a wide range of nonprofit and for-profit organizations into service provision will further complicate and disaggregate an already dizzying arena within which social work managers must function. This article discusses the management challenges facing social work, including changes in the U.S. economic and social structure, changes in public policy that have greatly increased the diversity and competitiveness of social services providers, and the development of a growing public discontent with government organizations. This article reviews two management approaches - total quality management and reengineering - and considers the implications for social work management. Historic Policies Affecting Social Work Management Although it may be tempting to see these new realities as a current political and partisan phenomenon, there is a larger, historical reality underlying the developments changing social welfare. Progressive Movement and the New Deal The progressive movement emerged in the United States during the late 19th century (Reid, 1995). Progressives promoted a rational, public, social sciences-based government response to social problems that emphasized economic regulation, meritocracy, social insurance, and other protections, as well as the professionalization of services. Progressives were optimistic and humane, and they promoted an environmental view of human behavior that was in contrast to the 19th-century view of individual character and will as explanations of the shortcomings of society. …

This article discusses exploratory quantitative and qualitative research into the training and education needs of social work managers in Ireland from four sectors of service, the Health Service Executive (HSE), the Probation Service, hospital social work and non-governmental (NGO) social work sectors. 176 questionnaires were distributed. (56 were returned; a response rate of 32%), 3 focus groups were held with 15 participants and 3 individual interviews were conducted with social work managers. They were asked to identify their postgraduate training, their span of responsibilities, the level of management training they had participated in, and the gaps in their management training. While 82% of this sample of social work managers had post qualifying training and education, which enhanced their social work skills rather than their management skills, none had received social work management training. Three out of 56 had completed a Masters degree in Health Service Management. The probation service, laudably, was the only sector that provided management training. However this training was problematic to the managers as it was perceived as not geared for the social work field. The research participants experienced grave misgivings at their lack of management training and prioritised their training needs as including strategic management, cost benefit analysis, organisational management and financial management. This research clearly identified the need for social work management training and supports the immediate establishment of programmes that address this need in order to enhance existing service delivery.

This article discusses exploratory quantitative and qualitative research into the training and education needs of social work managers in Ireland from four sectors of service, the Health Service Executive (HSE), the Probation Service, hospital social work and non-governmental (NGO) social work sectors. 176 questionnaires were distributed. (56 were returned; a response rate of 32%), 3 focus groups were held with 15 participants and 3 individual interviews were conducted with social work managers. They were asked to identify their postgraduate training, their span of responsibilities, the level of management training they had participated in, and the gaps in their management training. While 82% of this sample of social work managers had post qualifying training and education, which enhanced their social work skills rather than their management skills, none had received social work management training. Three out of 56 had completed a Masters degree in Health Service Management. The probation service, laudably, was the only sector that provided management training. However this training was problematic to the managers as it was perceived as not geared for the social work fi eld. The research participants experienced grave misgivings at their lack of management training and prioritised their training needs as including strategic management, cost benefi t analysis, organisational management and fi nancial management. This research clearly identifi ed the need for social work management training and supports the immediate establishment of programmes that address this need in order to enhance existing service delivery.

• Summary: This study examines organizational commitment and professional commitment among a sample of social workers. It empirically explores the relationship between social workers’ commitment and nine work environment variables (collegiality, promotional opportunity, job security, organization and profession-specific skills, autonomy, legitimacy of promotions, distributive justice and supervisor recognition), six demographic or background variables (gender, relationship status, age, employment status, years in social work (profession tenure) and years employed in the current organization (job tenure). It also includes 16 organizational variables (organizational auspices, organizational type, job position, yearly earnings and various types of job benefits, that is, medical, dental, vacation time, sick leave, flex-time, child care, maternity/paternity leave, disability insurance, life insurance, university education/degree programs, employer-paid professional development opportunities and other benefits. • Findings: Based on a sample of the members of the National Association of Social Workers, the findings suggest that work environment and organizational factors contribute to social workers’ organizational and professional commitment, though the results suggest that organizational commitment is noticeably easier to explain than professional commitment. • Applications: In today’s changing social service environment it is especially prudent for administrators to promote factors associated with employee commitment. This study suggests that social work managers ought to develop a greater understanding of organizational and professional commitment because of its link to organizational effectiveness and consequently how social workers work toward accomplishing their organizational or program mission.

Social work managers are accountable for risks and safety in the psychosocial work environment. This article aims to understand how social work managers deal with safety in the psychosocial work environment in social service organizations with potentially conflicting logics of regulation and security, by answering the questions: How do social work managers conceptualize safety in the psychosocial work environment?; What are the implications of different conceptions of safety in the psychosocial work environment for social work management? Through a qualitative phenomenographic analysis of semi-structured interviews with 27 managers in the Swedish social services, three conceptions were found: an instrumental, interpersonal and holistic conception. As each conception encompasses the former and thus increases the level of comprehensiveness, tensions between the logics of regulation and security increases. Managers with a comprehensive conception must therefore reflect on the way regulations for safety may conflict with social relationships. Implications for social work management are the need to discuss how safety management relates to social work professionalism, and the self-regulation due to the integration of safety thinking in social work professionalization. Future research could investigate how the conceptions relate to managerial and professional practice and how different parts of the social services conceptualize safety.

In a world risk society, managing risk is a daily challenge for all social workers throughout the world. Risk can change over time depending on a whole range of factors. Risk management is essentially a teleological approach to ethics and refers to efforts to protect clients (mainly persons in vulnerable and difficult life situation), practitioners, and employers. Ethical awareness is fundamental to the professional social work practice where respect for human rights and diversities, a commitment to promoting social justice, taking collective responsibility are the core of it. The purpose of this paper is to analyse the main risk management and ethical issues in contemporary social work practice. The theory and practice of risk management and ethical issues in social work are reviewed and summarized. The most common risks facing social workers are identified and the main risk management approaches are highlighted. It is found that risk management is a dynamic and evolving process and requires development and use of different skills for work with risks and ethical issues. Social workers could use a variety of methods to manage risks and ethical issues namely consulting with a supervisor, applying the Code of Ethics, using a decision-making model for critical thinking, and applying ethical theories (deontology, teleology). It is concluded that ability and commitment of social workers to act ethically is one of the essential aspects of risk management in social work. Recommendations concerning the development of the social work practice regarding the risk management and ethical issues are given.

The article will focus on the changing role of social work managers in the light of recent legislation and policy; the integration agenda; the changing relationship between statutory and voluntary agencies; and the rising expectations of service users and carers. It will link these changes to the ongoing political and societal context in which social work is practised. The importance of effective social work management will be emphasised in the context of the recent enquiries into the deaths and long‐term abuse of service users. It will consider the issues for training and development of social work managers and will conclude by considering the issues for providers of training and development, with particular reference to post qualifying academic social work management courses. It will highlight the types of learning experiences social work managers require, outline consultations with students and agencies, and suggest issues for the future.

PurposeThis paper aims to explore the issues for middle‐level social work managers arising from the development of the new public management, with its emphasis on the intensification of work, the measurement of performance in service delivery, and cost efficiencies. This is commonly thought to have affected those working in human services such as social work adversely. This paper explores the nature of these consequences, from the point of view of those centrally placed in its implementation.Design/methodology/approachThe methodology adopted in this paper is designed to acknowledge and explore the perceptions of middle‐level social work managers as they contribute to the social construction of the new public management. This is accomplished through in‐depth interviews with a sample of their number in Sweden and England.FindingsThe findings reveal that social work managers are not only comfortable dealing with budgets but also enjoy the autonomy this affords them in their relationship with their subordinates. The findings also reveal that they appreciate the benefits of the more generalised knowledges of management, used in their work with junior colleagues, who they attempted to lead rather than manage and who they respected as colleagues. This has further implications: the possibility of new career opportunities for these predominantly women managers.Originality/valueThe managers in social work see the knowledges gained from their position as managers as transferable to other areas of the public and private sectors, thereby opening up new career opportunities. They were also found to enjoy dealing with budget issues, contrary to earlier studies.

Although performance appraisal is critical to the effective management of a welfare organisation the performance appraisal of social workers are often neglected, implemented incorrectly or regarded within a negative light.This exploratory/descriptive study aimed to set scientifically grounded guidelines for the implementation of performance appraisal with regard to social workers. The idea was not to provide comprehensive guidelines regarding every aspect for performance appraisal, but to identify gaps and problems which may be studied in future research.Through questionnairs the perceptions of performance appraisal by 38 social workers and four social work managers were tested and described.It seemed that performance appraisal of social workers is geared towards development, and that social workers and social work managers do benefit from performance appraisal. Social workers were of the opinion that performance appraisal should be employed to identify gaps and development areas in equipping social workers professionally

Social Workers and Compassion is designed to assist social work students, social workers, social work managers, social care workers, and lecturers in developing knowledge, understanding, skills, and values related to various aspects of compassion. Focussing on social work in the UK, the various elements of compassion – compassion, compassion fatigue, compassion satisfaction, self-care, self-compassion, and mindfulness – are clearly located in a systemic, organisational, and structural context. The chapters draw upon evidence-based and evidence-informed sources and present critical perspectives that are linked to existing practices in social work education, social work, and the author’s own experiences. Drawing upon literature from social work and health care, social, organisational, work, and positive psychology, and from sociology and social policy from various parts of the world, the book will be of interest to international social work readers as well as professionals and professionals in training in the criminal justice, health care, counselling, and clinical psychology fields. It will be essential reading for social work students, lecturers, social care workers, social workers, and their managers.

Social work managers do not only have to acquire leadership and entrepreneurial knowledge and competencies, but they must also possess skills such as ethical reasoning, citizenship, sustainability, and global awareness, all linked to the role of the state, its sociopolitical and ideological underpinnings, and existing power relations and social policy. This raises the question of how such skills are implemented in current social work management curricula. The purpose of this chapter is to present the results of an analysis of curricula, pedagogy, and teaching practices in social work management courses in Germany. After describing the German welfare system, its sociopolitical and ideological foundations, different theoretical models of economic behavior, and the power dynamics in social work institutions are discussed from a critical management perspective. Then the historical evolution of the academic discipline of social work management is briefly described. The central focus is then on a document-based and systematic analysis of the curricula, pedagogy, and teaching practices in German social work management programs at under- and postgraduate levels. The findings emphasize the constant need to develop the study programs’ learning outcomes, content, and teaching and learning methodologies. The chapter concludes with implications for future research and development.

The National Network for Social Work Managers, a professional membership organization established in the mid-'80s as a resource for social workers involved in agency management, has developed of a set of tools designed to improve management skills and ultimately the quality of service delivery in agencies. This article reviews these tools, focusing on the ten competencies needed to run a well-functioning, high quality organization. In addition, it will briefly introduce the reader to the Certified Social Work Manager (CSWM) credential, the only nationally recognized credential for specialists in social work management, as well as the Network's management practice standards. Although the primary purpose of this article is to introduce readers to these new contributions to the field of social work management, it also hopes to stir interest in the academic and practice communities in working collaboratively to develop additional new materials in the area of quality leadership by social work managers.

The topic of social workers and resilience has received a considerable amount of attention in social work research and literature in recent years. Resilience has also been incorporated into the ‘official discourse’ of social work education and practice. However, many definitions of the concept have been offered. It has been also subject to some criticism, primarily because of the alleged focus on the individual worker at the expense of the structural, political, policy and organisational context. This paper critically reviews research focused on resilience, social work students and social workers. Implications for social work education, social work organisations and social work practice are explored. Consideration is given to developing social work students, social workers and social work managers’ knowledge and understanding of resilience and the means to maintain and develop resilience, based on wide ranging ecologically based approaches and by locating the topic within a broader theoretical context.

Partnership working occupies an increasing amount of social work managers' time and budget, requiring skills and abilities not always developed previously within social work programmes. Much discussion around partnership working centres on building collaborative inter-agency and inter-professional relationships with less emphasis on the need to ensure good working relationships with service users and carers, despite their being the ultimate recipients of the process. This article explores efforts to develop a focus on service users and carers within a module for social work managers as part of post-qualifying (PQ) social work education. It documents a process where, initially, service users and carers provided personal testimonies of being recipients of services and then subsequently occupied more authoritative roles within teaching, to the current position when they are again less actively involved. In describing these developments it explores possible reasons why involving service users and carers within this module has proved challenging. The article acknowledges that there is relatively limited literature about the involvement of service users and carers in PQ education. It suggests that lessons learned from involving service users and carers in qualifying social work training cannot directly be transposed to the post-qualifying context.

In human service organizations, administrative and managerial positions often overlap and require skills from both domains, and so it is important to have a clear understanding about what each concept entails. Administration is concerned more with determination of organizational policies, coordination of finances, service provision, and setting the direction of the organization, whereas management is concerned with the execution of policies set up by the administration and the supervision of subordinates. Administrators perform policy and decision-making functions at the executive level, and managers implement those policies and decisions to achieve the organization's goals and objectives (see Kettner 2002 in Introductory Works). Management activities can be grouped into five components: planning, organizing, commanding, coordinating, and controlling. Because 33 percent of social workers work for government and 66 percent for nonprofit and for-profit private organizations, this entry provides resources for social work managers working in public, nonprofit, and private organizations. Additionally, because social work management can occur at different organizational levels, this review discusses not only upper-level social work management and administration but also middle-level management, or supervision.