Abstract
Social work managers (the concept of manager here refers to a director of a social serviceorganisation, head of office or supervisor, or any person who has control over two or moreworkers) should create and maintain a work environment (Weinbach, 2003:5) that will beconducive to maintaining the health and wellbeing of workers and contribute to the effectivedelivery of services. Bergh (2004:440) states that “Organisational effectiveness and employeephysical and psychological wellbeing should be equally important and are interrelated”.Employees, therefore also social workers, should not leave their workplace in a worse state ofhealth than when they arrived there (Williams & Cooper, 2002:108).
Highlights
HEALTH AND WELLBEING IN A SOCIAL SERVICE ORGANISATION Social work managers should create and maintain a work environment (Weinbach, 2003:5) that will be conducive to maintaining the health and wellbeing of workers and contribute to the effective delivery of services. Bergh (2004:440) states that “Organisational effectiveness and employee physical and psychological wellbeing should be important and are interrelated”
An organisation with a healthy work environment is one in which social workers and other workers experience the following, among other things:
It can be concluded that organisational stressors play a major role in the life of workers in non-profit organisations and it is imperative that stressors should be addressed by social workers in a managerial position
Summary
HEALTH AND WELLBEING IN A SOCIAL SERVICE ORGANISATION Social work managers (the concept of manager here refers to a director of a social service organisation, head of office or supervisor, or any person who has control over two or more workers) should create and maintain a work environment (Weinbach, 2003:5) that will be conducive to maintaining the health and wellbeing of workers and contribute to the effective delivery of services. Bergh (2004:440) states that “Organisational effectiveness and employee physical and psychological wellbeing should be important and are interrelated”. It is clear that empowering the individual worker to handle stressful work situations (second and third levels of intervention) does not succeed in promoting workers’ health and wellbeing without having strategies in place which address organisational stressors (Cooper & Cartwright, 1997, as cited by Giga, Cooper & Faragher, 2003a).
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
