Free Social workers and motivation Dissertation Example

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Social workers and motivation

Category: Culture

Subcategory: Dissertation literature review

Level: Masters

Pages: 4

Words: 1100

SOCIAL WORKERS AND MOTIVATION
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There has been an unprecedented increase across the globe in the level of turnover among the social workers. This phenomenon has particularly been witnessed among social workers working in child welfare. This paper looks into ways of reducing this high level of turnover. It is true that numerous studies have been conducted in ways of reducing social workers turnover and subsequently increasing their retention in their workplace. This study aims to look into the organizational theories as one of the main factors that can be implemented to enhance worker’s retention and thereby solving the issue of high turnover rates.
For any social organization to achieve its objectives, it must have a well-established integration of various resources such as financial capital, human capital and the network. Of importance, is that human capital is the most important in the achievement of social services. There is a need for human capital to be highly skilled and qualified resulting in the need to retain this skilled personnel. The high turnover rate witnessed among the social workers has been described to be 10% to 50% annually by different kinds of literature. The diversity of the level of social workers turnover has been observed to vary among different countries. However, the main reason can be attributed to common purposes such as the organizational culture, the level of compensation, work, satisfaction on the job and organizational commitment. Organizations must find a way to combat the level of worker’ turnover as this affects them both directly and indirectly. An instance of direct effect will be witnessed as the company has to train new employees in specific skillsets and also hire recruitment agencies to fill the available vacancies. Indirectly, the remaining workers might want to leave as they are aware of the challenges they are experiencing. Effects such as the delivery of poor service and a change in staff morale are high to be expected. Organizational theory will be used as a means of finding ways of reducing the high turnover rates.
The consideration of the psychological theory is because it is one of the fundamental issues surrounding job satisfaction and how one can comfortably handle stress. The psychological effect will look into an individual characteristic and how well enough they can adapt to the changing needs of their work environment. The work environment will encompass the organizational culture and the regulatory climate which will ultimately play a vital role in the determination of the employee level of satisfaction, how committed they are in the job and most important, how well they can handle job stress coupled with burnout. Numerous studies attributes exhaustion and job stress as the key elements in the recently experienced high employee turnover. Job satisfaction can be used as an indicator of both an organizational culture and climate. Research on social work found that there is a strong direct link between job satisfaction and job retention.
Also, stress plays a crucial role in the determination of turnover rates. A work environment that is more stressful is likely to experience a higher employee turnover compared to a less stressful work environment. Another factor is the organizational commitment. This only refers to the level of commitment one has to their organization. Therefore, if a person is more loyal to an organization, he or she is less likely to leave. Factors that promote organizational commitment can be attributed to conditions that will make the work environment less stressful. This can also be explained by a worker being compensated adequately about the work undertaken. Finally, studies on the relationship between organizational commitment and job satisfaction found that the two have a direct connection and thus if there is an increase in of the factors, there will be an increase on the other element.
The sociological theory typically focuses on the workplace environment and how this will affect the employee morale, commitment and their level of satisfaction on the job. It covers the regulation of the industry, its effectiveness and how the senior staff interacts with the junior team. An employer will be taken more seriously if he follows the laid down regulations. The organizational theory has viewed the organization climate as the organizational behavior, and it is merely an overview of what is happening in the workplace. At the same time, the organizational culture is the values, work traditions, attitude and norms that are expected of one to have. The corporate culture is thus deeper and more meaningful in the study of the employee turnover rate. Studies on organization culture and climate found that there is a huge connection between these two factors with job commitment and job stress. Thus alluding to their massive influence on job retention ability. How does the organizational culture influence workers’ turnover? Organizational culture affects the attitude of the employees towards the organization, and this will thus influence their level of commitment in the organization and hence influence their willingness to stay or leave the organization. Also, the organization’s attitude and norms might not be in line with some of the employees’ beliefs prompting their exit. It is thus vital to promote a constructive and accommodative work culture environment as it has been proven from numerous studies that this will have a positive relationship on the employees work environment. Various reseach concludes by stating that organizational culture more critical compared to the regulatory climate as illustrated by research conducted on therapists working in mental health clinics.
There are two kinds of leadership advanced so far. There is the transactional leadership and transformational leadership. Transformational leadership is concerned with the aspect of the motivation of the followers. This involves the presentation of a leader with a vision and can command respect. Also, charisma and intellectual stimulation of the followers will result in the commanding of followers. Transformational leadership will result in the inspiring of the followers and thus leisurely, clear and concise sharing of the organizational goals and vision. Also, good leadership will ensure that the employees are treated with respect. Studies on the role of leadership are social work environment has concluded that leadership plays a crucial role in establishing the organizational culture and climate. Corporate culture is the major factors that determine an employee willingness to stay on a job. The staff and leadership relationships play a crucial role in influencing the stay of an employee.Transformational leadership is, therefore, a significant factor in changing job satisfaction and hence the retention of employees.
In conclusion, although there has been a significant outflow of social workers in their place of work due to lack of job satisfaction and a stressful work environment, there is a need to implement transformational leadership. This will, in turn, lead to a change in the work culture and climate which are the primary determinants in the determination of the work attitudes. This steps will have to be undertaken slowly to ensure there are enough social workers. The importance of social workers cannot be underrated due to their enormous social and community contribution.
Bibliography
Evans, Sherrill, and Peter Huxley. “Factors associated with the recruitment and retention of social workers in Wales: Employer and employee perspectives.” Health & social care in the community 17, no. 3 (2009): 254-266.
Hwang, Jeongha, and Karen Hopkins. “Organizational inclusion, commitment, and turnover among child welfare workers: A multilevel mediation analysis.” Administration in Social Work 36, no. 1 (2012): 23-39.
Kim, H., & Stoner, M. (2008). Burnout and turnover intention among social workers: Effects of role stress, job autonomy and social support. Administration in Social Work, 32(3), 5-25.
Mor Barak, M. E., Levin, A., Nissly, J., & Lane, C. J. (2006). Why do they leave? Modeling child welfare worker’ turnover intentions. Children and Youth Services Review, 28 (5). 548-577.
Potter, C. C., Comstock, A., Brittain, C., & Hanna, M. (2009). Intervening in multiple states: Findings from the Western Regional Recruitment Project. Child Welfare, 88(5), 169–85.
Tham, P. (2007). Why are they leaving? Factors affecting intention to leave among social workers in child welfare. British Journal of Social Work, 37(7), 1225–1246.

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