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Performance embedded in professional supervision - the way forward for social work[thesis] /by Helen Teresa Anne Hanlon

Hdl Handle:
http://hdl.handle.net/10147/56860
Title:
Performance embedded in professional supervision - the way forward for social work[thesis] /by Helen Teresa Anne Hanlon
Authors:
Hanlon, Helen Teresa Anne
Affiliation:
Health Service Executive (HSE)
Publisher:
University College Dublin (UCD)
Issue Date:
Apr-2007
URI:
http://hdl.handle.net/10147/56860
Item Type:
Thesis
Language:
en
Description:
This study explores participant’s perceptions of the management function of supervision and how it can be linked to a robust performance management system for social workers. The literature review gives an overview of the meaning and purpose of professional supervision. It also considers the complex context of child protection work that supervison takes place in. The key literature relating to the management function and performance management is examined. The research strategy employed is qualitative and exploratory in nature and involves semi-structured interviews with team leaders and social workers. Analysis is carried out using a template analysis approach. The key findings reaffirm that the management function is the predominant agenda in supervision with case discussion and action planning the central activities. The organisations statutory and legal requirements drive current supervision activities. Key supervision deficits include limited time for reflective practice, formal appraisals and structured and regular feedback on performance. All respondents identify that the current supervision policy is not regarded as a living, working document and in some instances is completely discounted. Furthermore, respondents identify the requirement for an integrated approach to supervision as set out in the supervision policy, which incorporates the Morrison model of supervision. High quotas of staff to be supervised as well as other competing demands on team leaders are key barriers to implementation. There is a culture of recognition and acceptance to social work performance being embedded in professional supervision and team-based approaches to performance management. However for this to happen there is an organisational imperative to reduce the case and workloads of both team leaders and social workers. The research concludes with recommendations for the organisation to cultivate an integrated approach to the performance management of social workers.
Keywords:
PERFORMANCE MONIORING; SOCIAL WORKERS

Full metadata record

DC FieldValue Language
dc.contributor.authorHanlon, Helen Teresa Anne-
dc.date.accessioned2009-03-23T10:12:53Z-
dc.date.available2009-03-23T10:12:53Z-
dc.date.issued2007-04-
dc.identifier.urihttp://hdl.handle.net/10147/56860-
dc.descriptionThis study explores participant’s perceptions of the management function of supervision and how it can be linked to a robust performance management system for social workers. The literature review gives an overview of the meaning and purpose of professional supervision. It also considers the complex context of child protection work that supervison takes place in. The key literature relating to the management function and performance management is examined. The research strategy employed is qualitative and exploratory in nature and involves semi-structured interviews with team leaders and social workers. Analysis is carried out using a template analysis approach. The key findings reaffirm that the management function is the predominant agenda in supervision with case discussion and action planning the central activities. The organisations statutory and legal requirements drive current supervision activities. Key supervision deficits include limited time for reflective practice, formal appraisals and structured and regular feedback on performance. All respondents identify that the current supervision policy is not regarded as a living, working document and in some instances is completely discounted. Furthermore, respondents identify the requirement for an integrated approach to supervision as set out in the supervision policy, which incorporates the Morrison model of supervision. High quotas of staff to be supervised as well as other competing demands on team leaders are key barriers to implementation. There is a culture of recognition and acceptance to social work performance being embedded in professional supervision and team-based approaches to performance management. However for this to happen there is an organisational imperative to reduce the case and workloads of both team leaders and social workers. The research concludes with recommendations for the organisation to cultivate an integrated approach to the performance management of social workers.en
dc.language.isoenen
dc.publisherUniversity College Dublin (UCD)en
dc.subjectPERFORMANCE MONIORINGen
dc.subjectSOCIAL WORKERSen
dc.titlePerformance embedded in professional supervision - the way forward for social work[thesis] /by Helen Teresa Anne Hanlonen
dc.typeThesisen
dc.contributor.departmentHealth Service Executive (HSE)en
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