Report on Advanced Supervision

8/13/2019 Report on Advanced Supervision

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By: Teresa Ruth P. Balajadia


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Table of Contents1. Staff Development

Definition

Purpose of Staff Development

Methods of Staff Development

2. Motivation Definition

Three motivational Drives Motivational Models

Common factors in motivation

Burn out and motivation


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3. Performance Appraisal

Definition Appraisal Techniques

Different Approaches to appraise


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Staff Development Is a process that includes a variety of activities and

learning experiences with the aim of increasing thestaffsknowledge, deepening its professional attitudes,and increasing its skills and ability to work with andhelp people.

It is usually made possible by an administration that is

sensitive to change and wants to keep abreast of thenew knowledge explosion and skills that are reportedon regularly in the literature or by professionalassociates.


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Purpose of Staff Development It can help workers increase their knowledge and

understanding of human behavior and socialrelationship, which puts them in a better position tohelp clients.

Provides increased understanding of professionalattitudes

Provide an opportunity to workers, no matter howlong they have been on the job, to stay abreast ofdevelopments in technique and methodology


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Help to increase the effectiveness of an agencythrough the greater understanding of others,caused by the interaction of staff members.

It can also help the agency to achieve its objectives

To improve communication and work group

cohesion in regard to case management andadministrative issues


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Types of Staff Development Internal this type of Staff Development

aims to target the an individual or a group of

staff in an agency.External this type of Staff Development

aims to target an individual or a group of

staff to be sent out of an agency to attend aseminar or workshop.


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Methods of Staff Development


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Lectures Is a common tool for staff development.

A staff member or an outside guest is invited

to deliver a presentation on a specific topicrelated to knowledge in social work,attitudes, a skill, or a combination of skills

in helping process


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Case PresentationsSupervisors and staff members can providevariety and enrich the learning process

Helping to improve the understanding andabilities of staff members, casepresentations are usually helpful in case

planning and the c0nsideration ofintervention techniques.


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Role Playing It is used in many agencies for staff development.

Staff members assume roles, in order to act out

what might have happened, what is happening, orwhat might happen in problematical relationships.

Situations are dramatized to make them comealive, in terms of, feeling, discussion, decision-

making and planning It involves imitation and simulation, it may

provoke one to think and particularly to feelintensely


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Self-Development ProgramsPrinted materials, books and journals are

being used by the staff to enrich his/her

knowledgeDedicated staff members also keep abreast

of current developments by reading recent

books and journal articles.


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Group Actions This approach attempts to provide an open,

accepting climate for members of a group, so that

they will share what they think and feel and actand react to how others do.

The aim of such group is to help staff membersincrease their understanding of themselves,

particularly of their own feelings and how theyaffect their decisions and other actions in thedelivery of social services.


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Game Exercises To provide simulated experiences in solving social

problems

To illustrate/demonstrate a certain point in orderto understand a given situation or topic


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Individual SessionsA scheduled one on one talk with your staff

Usually done to the students, neophytes or

newly hired staff


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Staff EvaluationChecking on the performance of the staff or

student in delivering their service to their

clients It is an administrative and teaching

purposes


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Library ActivitiesMost social work agencies provide library

materials for their staff. These includes

books, selected social work journals, andtapes and films germane to social workpractice.


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Continuing EducationSending out an agencys staff to a training

outside the country or outside the school

Refresher courses in order to improve theirunderstanding of people and theirinterrelationships, and how to help clients

with personal, family, and communityproblems.


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ExchangesSome agencies and schools of social work

provide an opportunity to exchange staff

and positions for three months, six months,or longer.

Visiting experts from other states and

foreign countries make valuablecontributions to staff development inschools of social work and agencies.


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MOTIVATION


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DefinitionIs the activation or energization of

goal-oriented behavior.

Is the set of internal and external forcesthat cause an employee to choose acourse of action and engage in certainbehaviors.


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Is a complex combination of psychological forceswithin each person, and employers are vitally

interested in three elements of it: Direction and focus of the behavior (positive

factors are dependability, creativity, helpfulness,

timeliness; dysfunctional factors are tardiness,absenteeism, withdrawal and low performance)

Level of the effort provided (making a fullcommitment to excellence versus doing just

enough to get by) Persistence of the behavior (repeatedly

maintaining the effort versus giving upprematurely)


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Three Motivational Drives1. Achievement Motivation

2. Affiliation Motivation

3. Power Motivation


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ACHIEVEMENT MOTIVATION Is a drive some people have to pursue and attain

goals

An individual with this drive wishes to achieveobjectives and advance up the ladder of success.

People with this type of motivation, work harderwhen they perceive that they will receive personal

credit for their efforts, when the risk of failure isonly moderate, and when they receive specificfeedback about their past performance


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AFFILIATION MOTIVATION Is a drive to relate to people on a social basis.

Works better when they are complimented for

their favorable attitudes and cooperation. Receives inner satisfactions from being with

friends, and they want the job freedom to developthose relationships.


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POWER MOTIVATION Is a drive to influence people, take control, and change

situations.

Power-motivated people wish to create an impact ontheir organizations and are willing to take risks to doso.

Once this power is obtained, it may bee used either

constructively or destructively.


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MOTIVATIONAL MODELS


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Model of Maslows Hierarchy of

needs

SELF-ACTUALIZATIO

N ANDFULLFILLMENTNEEDS

PHYSIOLOGICAL NEEDS

SAFETY & SECURRITYNEEDS

BELONGING & SOCIAL

NEEDS

ESTEEM & STATUS NEEDS

Food, water, air, sleep andsex

Freedom from dangerousenvironment and economic

security

Love, friendships, socialinvolvement at work

Feeling of ones self worthand competence

Becoming all that one iscapable of becoming,using ones skill to thefullest, and stretchingtalents to the maximum.


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Two-Factor ModelWork itself

AchievementPossibility of growthResponsibility

AdvancementRecognition

Status

Relations with supervisorsPeer relationsRelations with subordinates

Quality of supervision

Company Policy and administrationJob security

Working conditions

Pay

MotivationalFactors

MaintenanceFactors


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E-R-G Model

GROWTH NEEDS

RELATEDNESS NEEDS

EXISTENCE NEEDS

Involves the desire of bothself-esteem and self-

actualization

Combines physiological

and security factors

This involves being understoodand accepted by people above,

below, and around the employeeat work and away from it.


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Organizational Behaviour

Modification Model (OB Mod) Is the application in organizations of the

principles of behavior modification, which

evolved from the work of B.F. SkinnerThese provide perspectives on the dynamics

by which employees can be motivated


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Definition of Terms Positive Reinforcement provides a favorable

consequences that encourages repetition of a behavior.

Negative Reinforcement occurs when behavior isaccompanied by removal of an unfavorableconsequences

Punishment is the administrationof an unfavorable

consequences that discourages a certain behavior Extinction is the withholding of significant positive

consequences that were previously provided for adesirable behavior.


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Four Alternative Consequences of

OB Mod

PUNISHMENTPOSITIVE

REINFORCEMENT

NEGATIVEREINFORCEMENT

EXTINCTION

Application

Supervisors use

Withdrawal

PositiveNegative


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Guidelines for Applying OB Mod Identify the exact behavior to be modified

Make sure the expected behavior is within the

employeescapabilities Determine not only the rewards that employees

value but also the magnitude that would affecttheir behavior

Clarify the connection between desired behaviorand rewards

Use positive reinforcement whenever positive


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Guidelines for Applying OB Mod Use punishment only in unusual circumstances

and for specific behaviors

Ignore minor undesirable behavior to allow

extinction Use shaping procedures to develop correct

complex behavior

Minimize the time between the correct responseand reinforcement

Provide reinforcement frequently, and on somechosen schedule


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Expectancy ModelVroom explains that motivation is a product of three

factors: How much one wants a reward, onesestimateof the probability that effort will result in a successful

performance, and onesestimate that performance willresult in receiving the reward. This relationship isstated in the following formula:

VALENCE x EXPECTANCY x INSTRUMENTALITY = MOTIVATION


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VALENCE Refers to the strength of a

personspreference for receiving a reward.EXPECTANCY Is the strength of belief

that ones work-related effort will result in

completion of a task. INSTRUMENTALITY Represents the

employees belief that a reward will be

received once the task is accomplished.


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Example:

Marty Fulmer, age 31, works as a welder in a large factory.Fulmer has very strong desires (high valence) to be inwhite-collar work instead of his present job, which heno longer enjoys. Fulmer recognizes that good weldingwill result in high performance appraisals by his

supervisor (high expectancy). However, all white-collar jobs in the plant require a college degree andFulmer has only a high school diploma. Because of thisbarrier, Fulmersinstrumentality estimate is low. Being

a good welder will not result in promotion to thedesired position. Despite of his strong desire forsomething, he sees no viable way to achieve it and,therefore, is not motivated to perform his job better.


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Equity Model

Job EffortEducationSeniority

Performance

Job difficultyOther Inputs

Actual pay andbenefits

Social RewardsPsychological

rewards

Ones Inputs(also compared with others inputs)

Ones Outcomes(also compared with others outcomes)


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COMMON FACTORS IN

MOTIVATION


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Personal Interest- Personal interest in an agency and in the job

to be performed is of prime importance in

motivation and the provision of high-qualitysocial services. If workers are doing whatthey like to do, they will probably produce

high-quality work as well as increasequantitative output.


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Time Management- Workers in the agency usually ask for at

least two concessions in regard to time: that

the administrators have respect for the useof time within the agency framework, andthat workers have some time to themselves

to be creative, to plan, and to improve theirservices.


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Administrative SupportAdministrators who help staff members feel they

are all on the same team, working together towardcommon goals, are those who help build morale as

well as increase productivity in an agency.

Being supportive means not only backing workersin what they are doing , have done, or are

attempting to do, but also includes giving approvaland recognition when appropriate.


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Clarity of Responsibility and

AuthorityWhen workers understand their specific

responsibilities and feel they have the

authority to carry them out, they havepositive feelings and are motivated to dowhat they can to further the interests and

services.


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Approval and AppreciationWorkers always need feedback from their leaders.

Approval can be written or verbal.

Workers need to know if their works is satisfactory,in keeping with agency goals and services.

A wise administrator/supervisor gives feedbackoften, showing workers that their actions have

been observed.


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Opportunities for AchievementGenuine achievement opens the door to

individual and collective satisfaction.

Motivation and satisfaction are enhanced asworkers are given opportunities to helppeople themselves with personal, family,

and community problems.


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BURNOUT AND MOTIVATION


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CAUSES OF BURNOUTSTRATEGIES FOR

COMBATTING BURNOUT

Social Workers often work

with people who haveemotionally laden problemsthat spill over into the lives of

workers

Many social workers are given

large case loads Some positions in social work

are limited in terms ofservices performed and tendto become routine and

monotonous Various groups are increasing

their demands for moreaccountability by social

workers.

Keep lines of communication

open among staff

Provide positive feedback toworkers

Offer a variety of job activities

Develop support systemamong staff members

Provide opportunities forworkers to share their feelings

with colleagues Be sure supervisors are

supportive of staff members

Involve staff members indecision making.


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PERFORMANCE APPRAISAL


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Definition Plays a key role in reward systems.

It is the process of evaluating the performance ofemployees, sharing that information with them, andsearching for ways to improve their performance.


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It is necessary in order to:

Allocate resources in a dynamic environment Motivate and reward employees

Give employees feedback about their work

Maintain fair relationships within groups

Coach and develop employees Comply with regulations


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Criteria to Ensure Equal Employment

Opportunity in Performance AppraisalThe performance Appraisal System:

Is an organizational necessity

Is based on well-defined objective criteria

Is based on careful job analysis

Uses only job-related criteria

Is supported by adequate studies

Is applied by trained and qualified raters Is applied objectively throughout the organization


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Effective Approaches to Appraisal Partnership approach with agreed targets, open

communication and shared tasks at the outcomes.

Systematic approach with agreement on whatinformation it is relevant to input into the process,measurements from planned performance rightthrough : output and outcomes and feedback to

the individual so that future performance can befurther improved


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Effective Approaches to Appraisal Problem solving approachwith clear agreement as

to any area of performance where competence is notdemonstrated or where improvement is possible. It

focuses clearly on strength and weaknesses inperformance, not on personal characteristics.

Task-focused approach with agreed and prioritisedgoals, clear timescales, shared tasks designed to reach

the goals and specificity about the purpose of theevaluation.


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Effective Approaches to Appraisal Interpersonal approach with use by the appraiser of

active listening skills to help the staff member identifyproblems, reflecting back and reaching a shared

understanding Empowering approach with encouragement to

employees to voice their own opinions about allelements of the process, building in self-appraisal and

actively seeking comments on how the appraisalsystem might be improved.


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Appraisal Techniques Critical Incident Analysis to gauge strengths and

weaknesses from actual behavior rather than frommore general self-report.

Development Centre This might be undertakenbefore deciding who to launch on an expensivetraining programme or a fast track for promotion.

Self-appraisal It is an important part of staffdevelopment that people should learn to assess theirown performance against agreed goals.


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Appraisal Techniques Upward appraisalHere, the subordinate appraise the

manager, on the grounds that they know more abouthis or her detailed strengths and weaknesses over time

than anyone else.360 Degrees appraisal combines a number of these

approaches, welding together the views of managersand subordinates with the views of other people who

have worked with the individual being appraised.


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THANK YOU VERY MUCH!!!

Report on Advanced Supervision

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