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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!!!
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