motivation in health and social care sector
Introduction
When promoting job satisfaction amongst social workers, management must question which key elements are important in helping to create and maintain job satisfaction? According to Weightman (2004) the more satisfied an employee is with his/her job, the less likely employees will leave their positions. The area of job satisfaction not only derives benefits to social workers, but it also allows for job satisfaction to be embedded in the values of an organization. When job satisfaction becomes entrenched among the values of the organization and social workers, this translates to enhanced services offered to clients based on job satisfaction sustained among social workers.
This report investigates HRM systems currently used within health and social care organisations to motivate and improve job satisfaction levels of its employees. This will be achieved through a desk review of existing best practice of motivation approaches in organisations. Through a particular focus on published accounts of employee’s poor performance and therefore poor quality of care delivered, this paper will identify areas worthy of future investigation.
With the direct link of job satisfaction increasing services and resources offered to clients, organizations which possess environments of high job satisfaction will also seem more likely to attract skilled social workers to an organization in the long run. When organizations employing social workers don’t place emphasis creating environments that foster and maintain job satisfaction, these organizations will yield dissatisfaction among many of its employees. Thus, by not placing priority in striving to develop job satisfaction for employees, employees may not only become dissatisfied, but negative consequences such as burnout may occur.
According to Engel and Schutt (2010) as social work is notoriously known as a demanding profession, it seems vital that job satisfaction be taken seriously when looking to combat such
When promoting job satisfaction amongst social workers, management must question which key elements are important in helping to create and maintain job satisfaction? According to Weightman (2004) the more satisfied an employee is with his/her job, the less likely employees will leave their positions. The area of job satisfaction not only derives benefits to social workers, but it also allows for job satisfaction to be embedded in the values of an organization. When job satisfaction becomes entrenched among the values of the organization and social workers, this translates to enhanced services offered to clients based on job satisfaction sustained among social workers.
This report investigates HRM systems currently used within health and social care organisations to motivate and improve job satisfaction levels of its employees. This will be achieved through a desk review of existing best practice of motivation approaches in organisations. Through a particular focus on published accounts of employee’s poor performance and therefore poor quality of care delivered, this paper will identify areas worthy of future investigation.
With the direct link of job satisfaction increasing services and resources offered to clients, organizations which possess environments of high job satisfaction will also seem more likely to attract skilled social workers to an organization in the long run. When organizations employing social workers don’t place emphasis creating environments that foster and maintain job satisfaction, these organizations will yield dissatisfaction among many of its employees. Thus, by not placing priority in striving to develop job satisfaction for employees, employees may not only become dissatisfied, but negative consequences such as burnout may occur.
According to Engel and Schutt (2010) as social work is notoriously known as a demanding profession, it seems vital that job satisfaction be taken seriously when looking to combat such