Winning hearts and minds? - Emotional labour and learning for care management work

Abstract

This paper is based on empirical research into the skill needs of care managers and examines the legacy of care management and the effect that 'new managerialist' approaches have had on care management work. The concept of emotional labour is used in context and applied to the work of care managers where the ultimate aim is quality outcomes for users of services. The paper argues that recognising the validity of the concept of emotional labour in context relates to the need for a greater acknowledgement of the skills required by care managers. 'Soft skills' that involve improving own learning and performance through reflection, problem solving and working with others are the key skills required for complex care management work. A rationale is made for reconsidering competency approaches to training in favour of continuing professional development. A preferred approach is one that emphasises both the personal and professional aspects of learning and the social world of the learner.