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With financial support from the European Union

With financial support from the European Union. ORGANIZATIONAL SUPPORT IN SOCIAL SERVICES’ ORGANIZATIONS- IMPLICATIONS FOR THE NEED OF NEW SKILLS LAIMUTĖ ŽALIMIENĖ. The role of Organization in Enhancing Development of “the 21st century Skills” of Social Professionals

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With financial support from the European Union

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  1. With financial support from the European Union ORGANIZATIONAL SUPPORT IN SOCIAL SERVICES’ ORGANIZATIONS- IMPLICATIONS FOR THE NEED OF NEW SKILLSLAIMUTĖ ŽALIMIENĖ The role of Organization in Enhancing Development of “the 21st century Skills” of Social Professionals WIT Seminar, Vilnius, 26th of June 2014 European Commission as contracting Authority

  2. REPORT CONTENT • Organizational support: concept, types • Organizational support specifics in the social service institutions in Lithuania • What management skills demand can be noticed while analyzing the organizational support research results?

  3. ORGANIZATIONAL SUPPORT (OS) CONCEPT AND IMPORTANCE • Organizational support - is the support experienced by the employee, a degree to which employees believe that their organization values their contributions and cares about their well-being. (Eisenberger, Huntington, Hutchison, Sowa,1986, 501). • The OS theory states that the employees undoubtedly believe that the organization has a general positive or negative attitude towards them which includes the acknowledgement of their input and the care for their well-being. (Eisenberger, Stinglhamber, Vandenberghe, Sucharski, Rhoades, 2002, 565). • The organizational support has a positive impact on the employee's attitude towards work, on the employee loyalty, work results... • The organizational support research help assess the organization management features and quality as well as recommend the new or improved management skills that are needed.

  4. TYPES OF ORGANIZATIONAL SUPPORT (1) • formal support, provided based on laws, organization rules, e.g.... • and informal support (optional), however, it still reflects the care of the organization for the employee's needs, e.g.… • According to support sources: management, colleagues, supervisors, labour unions… support. • According to support types (Rhoades, Eisenberger,2002): salary and work conditions, supervisors' support, procedural justice (freedom, autonomy, the manager's acknowledgement, career opportunities, possibility of adjusting the family obligations).

  5. TYPES OF ORGANIZATIONAL SUPPORT (2) Kahn, Antonucci (1980): • Emotional support (respect, sympathy, love) • Instrumental support: confirmation (acknowledgement of the moral and factual correctness of activity and statements, their confirmation, e.g., penalties, responsibility delegation, premium, etc.) direct aid at work (salary, team work, information, etc.) . Kim, Stoner (2008): emotional, instrumental (assistance with transport, assistance in childcare, etc.) and informational support (advice, work-related, problem-solving information, etc.)

  6. EMOTIONAL SUPPORT • Respectful relationship between the management and the employees • Stress level • Psychological climate Respect, relationships based on dignity ensuring: Ave. 75 %, 62 :78:91 (St: MUN:NGO) • Disrespectful relationships in retirement and disability care homes are 2-3 times more frequent. • A considerably more frequent reason for stress in stationary institutions - offensive management behaviour (10%), violence (5%) (identified in the literature sources as a problem of low morals at work; (Coffey et al., 2009). Good psychological climate: ave. 61%, 84% child day care centres; in orphanages and disability care centres 53-43%.

  7. INSTRUMENTAL SUPPORT- ACKNOWLEDGEMENT (ACKNOWLEDGEMENT OF THE CORRECTNESS OF ACTIVITY AND STATEMENTS, FORMAL- INFORMAL CONFIRMATION • Autonomy at work • Management style • Disciplinary measures • Can make decisions corresponding with the clients' needs: ave. 53 per cent • Approx. 10% of employees work in autocratic management style environment. 23:10: 3 (ST:MUN: NGO) 23:19:4 (retirement, disability care homes, child day care centres) • Reprimands, notices often experienced by approx. 6% of employees; stationary care institutions - 8%; state - 18%.

  8. WHY IS THE MANAGEMENT STYLE AN IMPORTANT ORGANIZATIONAL SUPPORT FACTOR IN SOCIAL WORK? • Altruistic activity motives are much more frequent in the social work, the social workers are motivated by a desire to help other people. E.g., 75% in this research state that the opportunity to help people is the main source of their job satisfaction. • The self-realization needs of such employees are more numerous, it is important to create conditions for their satisfaction. • In this case the management environment and style create (or do not) conditions for their realization.

  9. INSTRUMENTAL SUPPORT - ACKNOWLEDGEMENT (2) • Inclusion in organization management • Support of initiative and creativity • Included in organizational decision-making: 55% State: 52%; NGO 74% Homeless shelter: 45; disability care homes 50 % Encouragement of worker initiative and creativity:62% Homeless shelter: 38; disability care homes 58 % State + municipality: 52%; NGO 84%

  10. DIRECT SUPPORT • Remuneration • Equipping the workplace • Organizing team work • Provision of IT, sharing information • Supervision • Possibilities of qualification training • Subjectively experienced support of managers and colleagues

  11. MONTHLY SALARY (LTL)

  12. DIRECT SUPPORT (2) • Approx. 62% are satisfied with workplace equipment; dissatisfied mostly in homeless shelters, home assistance services. • 79% work as a team; 53% in home assistance services. • 16% are dissatisfied with provided IT equipment; day centres - 25; disability care homes -23%. • The growing practice of using IT in social work changes the nature of the specialist activities, more and more information is received digitally. • IT organizes the entire life logic and principles, as well as has a dramatic impact on human relationships (Castell, 1998).

  13. ASSESSMENT OF INFORMATION SHARING • Main information sharing problems: • Incomplete information provided 39,1% • The information is late 27,5% • The methods of information supply are not provided 14,3% • The information is concealed 10,6% • Good, very good information sharing level: 55:66:76 (St:Mun:NGO) • Among the employees: 66%; orphanages 54; disability care homes 53; homeless shelters 55; day centres 77. • Among the management and the employees:68 % orphanages 63; disability care homes 55; homeless shelters 57; day centres 86.

  14. SUPERVISION AS A FORM OF ORGANIZATIONAL SUPPORT • The indicator of need for supervision - burnout syndrome. The term burnout was introduced to explain the specific features of the social service workers related to significant emotional efforts. • What causes burnout? Paperwork increasing, heavy work load, emotional work type, value conflicts... • Burnout components: emotional exhaustion (e.g. the feeling of overwork), depersonalization or cynicism (negative, overemphasized response to different work aspects), decreased personal achievements (feeling incompetent, deficit of achievements at work). (Maslach, Jackson) • The homeless shelters are extremely marked by burnout risk; disability care homes, home assistance services.

  15. BURNOUT SYNDROME SYMPTOMS AND SUPERVISION

  16. POSSIBILITIES OF QUALIFICATION TRAINING On average an employee participated in qualification training courses (for longer than 3 hours) 3 times over the last two years. The highest rate of non-participants - among the homeless shelter and home assistance services - more than 1/4. Qual. Training possibilities were rated as good/very good by 58% (only 36% in the homeless shelters)

  17. POSSIBILITIES OF FAMILY AND WORK HARMONIZATION The organizational support theory claims that work organization which helps harmonize-achieve the lifestyle/work balance encourages employee commitment in the organization. (Smith, 2005). • Possibilities are provided for this harmonization - as stated by 54% of employees. By subordination- ST- 47; MUN- 54%; NGO -66% The lowest chances of harmonizing family and work obligations - in home assistance services, homeless shelters, child foster care homes.

  18. SUPPORTS SOURCES, FORMAL-INFORMAL SUPPORT • Colleagues, managers, labour unions... • Support from colleagues received: in work-related issues 84 percent personal 82 percent • Support from management received: in work-related issues 78 personal 76 Support experienced in the state institutions is slightly lower, the highest in NGOs. • Members of labour unions - ave. 25%; in disability care homes 60, homeless shelters 35, home assistance 30%

  19. SOCIAL WORKERS' JOB SATISFACTION FACTORS (PEOPLE SATISFIED WITH THE JOB- 50; DISSATISFIED- 63)

  20. WHICH MANAGEMENT PROBLEMS CAN BE NOTICED IN THE SOCIAL SERVICE INSTITUTIONS? Which management functions included: • Management • Control • Motivation • Organization • Management style • Employee participation in organization management (inclusion in decision-making) • Psychological climate (stress environment, respectful relationship) • Employee control methods (direct control -altruistic activity motives) • Possibilities of family and work harmonization • Supervision • Importance of qualification training • Employee autonomy issues (possibility of independent decision-making) • Fostering the initiative-based, creativity environment • Sharing information (communication) • Organizing team work

  21. WHAT SKILLS ARE REQUIRED? • Employee motivation strategies • Inclusion of employees in organization management (decision-making, activity planning) • Delegation of responsibility • Employee activity planning and organizing (planning advantages and disadvantages); • Indirect control strategies • Improvement of organizational culture (fostering of trust-based relationships) • Development of communication skills (fostering the respectful relationships, etc.) • Stress-coping skills • Value-based and other conflict solution strategies • Team building • Information management and effective communication

  22. THANK YOU FOR YOUR ATTENTION

  23. With financial support from the European Union – European Commission as Contracting Authority This training material is supported by the European Union Programme for Employment and Social Solidarity - PROGRESS (2007-2013). This programme is implemented by the European Commission. It was established to financially support the implementation of the objectives of the European Union in the employment, social affairs and equal opportunities area, and thereby contribute to the achievement of the Europe 2020 Strategy goals in these fields. The seven-year Programme targets all stakeholders who can help shape the development of appropriate and effective employment and social legislation and policies, across the EU-27, EFTA-EEA and EU candidate and pre-candidate countries. For more information see: http://ec.europa.eu/progress. The information contained in this publication doesn’t necessarily reflect the position or opinion of the European Commission. The sole responsibility of this content lies with the author. The Commission is not responsible for any use that may be made of the information here contained.

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