By: Teresa Ruth P.

Balajadia

Table of Contents
1.

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

3. Performance Appraisal Definition Appraisal Techniques Different Approaches to appraise

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

learning experiences with the aim of increasing the staffs knowledge, deepening its professional attitudes, and increasing its skills and ability to work with and help people. It is usually made possible by an administration that is sensitive to change and wants to keep abreast of the new knowledge explosion and skills that are reported on regularly in the literature or by professional associates.

Purpose of Staff Development

It can help workers increase their knowledge and

understanding of human behavior and social relationship, which puts them in a better position to help clients. Provides increased understanding of professional attitudes Provide an opportunity to workers, no matter how long they have been on the job, to stay abreast of developments in technique and methodology

 Help to increase the effectiveness of an agency through 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 and

administrative issues

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 a seminar or workshop.

Methods of Staff Development

Lectures
Is a common tool for staff development.
A staff member or an outside guest is invited

to deliver a presentation on a specific topic related to knowledge in social work, attitudes, a skill, or a combination of skills in helping process

Case Presentations
Supervisors and staff members can provide

variety and enrich the learning process Helping to improve the understanding and abilities of staff members, case presentations are usually helpful in case planning and the c0nsideration of intervention techniques.

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, or what might happen in problematical relationships.
Situations are dramatized to make them come alive, in terms of, feeling, discussion, decisionmaking and planning

It involves imitation and simulation, it may provoke one to think and particularly to feel intensely

Self-Development Programs
Printed materials, books and journals are

being used by the staff to enrich his/her knowledge Dedicated staff members also keep abreast of current developments by reading recent books and journal articles.

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 act and react to how others do.
The aim of such group is to help staff members increase their understanding of themselves, particularly of their own feelings and how they

affect their decisions and other actions in the delivery of social services.

Game Exercises
To provide simulated experiences in solving social problems
To illustrate/demonstrate a certain point in order to understand a given situation or topic

Individual Sessions
A scheduled one on one talk with your staff
Usually done to the students, neophytes or

newly hired staff

Staff Evaluation
Checking on the performance of the staff or

student in delivering their service to their clients It is an administrative and teaching purposes

Library Activities
Most social work agencies provide library

materials for their staff. These includes books, selected social work journals, and tapes and films germane to social work practice.

Continuing Education
Sending out an agencys staff to a training

outside the country or outside the school Refresher courses in order to improve their understanding of people and their interrelationships, and how to help clients with personal, family, and community problems.

Exchanges
Some 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 valuable contributions to staff development in schools of social work and agencies.

MOTIVATION

Definition
Is the activation or energization of

goal-oriented behavior. Is the set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviors.

 Is a complex combination of psychological forces within 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 full commitment to excellence versus doing just enough to get by) Persistence of the behavior (repeatedly maintaining the effort versus giving up prematurely)

Three Motivational Drives

1. Achievement Motivation
2. Affiliation Motivation 3. Power Motivation

ACHIEVEMENT MOTIVATION
Is a drive some people have to pursue and attain goals
An individual with this drive wishes to achieve objectives and advance up the ladder of success. People with this type of motivation, work harder when they perceive that they will receive personal credit for their efforts, when the risk of failure is only moderate, and when they receive specific feedback about their past performance

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 develop those relationships.

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

situations. Power-motivated people wish to create an impact on their organizations and are willing to take risks to do so. Once this power is obtained, it may bee used either constructively or destructively.

MOTIVATIONAL MODELS

Model of Maslows Hierarchy of needs

SELFACTUALIZATIO N AND FULLFILLMENT NEEDS

Becoming all that one is capable of becoming, using ones skill to the fullest, and stretching talents to the maximum.
Feeling of ones self worth and competence Love, friendships, social involvement at work
Freedom from dangerous environment and economic security

ESTEEM & STATUS NEEDS BELONGING & SOCIAL NEEDS SAFETY & SECURRITY NEEDS PHYSIOLOGICAL NEEDS

Food, water, air, sleep and sex

Two-Factor Model
Motivational Factors

Work itself Achievement Possibility of growth Responsibility Advancement Recognition Status Relations with supervisors Peer relations Relations with subordinates Quality of supervision Company Policy and administration Job security Working conditions Pay

Maintenance Factors

E-R-G Model
GROWTH NEEDS Involves the desire of both self-esteem and selfactualization
This involves being understood and accepted by people above, below, and around the employee at work and away from it.

RELATEDNESS NEEDS

EXISTENCE NEEDS

Combines physiological and security factors

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. Skinner These provide perspectives on the dynamics by which employees can be motivated

Definition of Terms
Positive

Reinforcement provides a favorable consequences that encourages repetition of a behavior. Negative Reinforcement occurs when behavior is accompanied by removal of an unfavorable consequences Punishment is the administration of an unfavorable consequences that discourages a certain behavior Extinction is the withholding of significant positive consequences that were previously provided for a desirable behavior.

Four Alternative Consequences of OB Mod

Application PUNISHMENT POSITIVE REINFORCEMENT

Supervisors use NEGATIVE REINFORCEMENT

Withdrawal

EXTINCTION

Negative

Positive

Guidelines for Applying OB Mod

Identify the exact behavior to be modified
Make sure the expected behavior is within the employees capabilities Determine not only the rewards that employees value but also the magnitude that would affect their behavior Clarify the connection between desired behavior and rewards Use positive reinforcement whenever positive

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 response and reinforcement Provide reinforcement frequently, and on some chosen schedule

Expectancy Model
Vroom explains that motivation is a product of three

factors: How much one wants a reward, ones estimate of the probability that effort will result in a successful performance, and ones estimate that performance will result in receiving the reward. This relationship is stated in the following formula:
VALENCE x EXPECTANCY x INSTRUMENTALITY = MOTIVATION

 VALENCE Refers to the strength of a

persons preference 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.

Example:
Marty Fulmer, age 31, works as a welder in a large factory. Fulmer has very strong desires (high valence) to be in white-collar work instead of his present job, which he no longer enjoys. Fulmer recognizes that good welding will result in high performance appraisals by his supervisor (high expectancy). However, all whitecollar jobs in the plant require a college degree and Fulmer has only a high school diploma. Because of this barrier, Fulmers instrumentality estimate is low. Being a good welder will not result in promotion to the desired position. Despite of his strong desire for something, he sees no viable way to achieve it and, therefore, is not motivated to perform his job better.

Equity Model
Ones Inputs (also compared with others inputs)

Ones Outcomes (also compared with others outcomes)

Job Effort Education Seniority Performance Job difficulty Other Inputs

Actual pay and benefits Social Rewards Psychological rewards

COMMON FACTORS IN MOTIVATION

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-quality social services. If workers are doing what they like to do, they will probably produce high-quality work as well as increase quantitative output.

Time Management
- Workers in the agency usually ask for at least two concessions in regard to time: that the administrators have respect for the use of time within the agency framework, and that workers have some time to themselves to be creative, to plan, and to improve their services.

Administrative Support
Administrators who help staff members feel they are all on the same team, working together toward common goals, are those who help build morale as well as increase productivity in an agency.
Being supportive means not only backing workers in what they are doing , have done, or are attempting to do, but also includes giving approval

and recognition when appropriate.

Clarity of Responsibility and Authority

When workers understand their specific

responsibilities and feel they have the authority to carry them out, they have positive feelings and are motivated to do what they can to further the interests and services.

Approval and Appreciation

Workers 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 feedback often, showing workers that their actions have been observed.

Opportunities for Achievement

Genuine achievement opens the door to

individual and collective satisfaction. Motivation and satisfaction are enhanced as workers are given opportunities to help people themselves with personal, family, and community problems.

BURNOUT AND MOTIVATION

CAUSES OF BURNOUT
Social Workers often work

with people who have emotionally laden problems that spill over into the lives of workers Many social workers are given large case loads Some positions in social work are limited in terms of services performed and tend to become routine and monotonous Various groups are increasing their demands for more accountability by social workers.

STRATEGIES FOR COMBATTING BURNOUT Keep lines of communication open among staff Provide positive feedback to workers Offer a variety of job activities Develop support system among staff members Provide opportunities for workers to share their feelings with colleagues Be sure supervisors are supportive of staff members Involve staff members in decision making.

PERFORMANCE APPRAISAL

Definition
Plays a key role in reward systems.
It is the process of evaluating the performance of

employees, sharing that information with them, and searching for ways to improve their performance.

 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

Criteria to Ensure Equal Employment Opportunity in Performance Appraisal

The 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

Effective Approaches to Appraisal

Partnership approach with agreed targets, open communication and shared tasks at the outcomes.
Systematic approach with agreement on what information it is relevant to input into the process, measurements from planned performance right through : output and outcomes and feedback to the individual so that future performance can be

further improved

Effective Approaches to Appraisal

Problem solving approach with clear agreement as

to any area of performance where competence is not demonstrated or where improvement is possible. It focuses clearly on strength and weaknesses in performance, not on personal characteristics. Task-focused approach with agreed and prioritised goals, clear timescales, shared tasks designed to reach the goals and specificity about the purpose of the evaluation.

Effective Approaches to Appraisal

Interpersonal approach with use by the appraiser of

active listening skills to help the staff member identify problems, reflecting back and reaching a shared understanding Empowering approach with encouragement to employees to voice their own opinions about all elements of the process, building in self-appraisal and actively seeking comments on how the appraisal system might be improved.

Appraisal Techniques
Critical Incident Analysis to gauge strengths and

weaknesses from actual behavior rather than from more general self-report. Development Centre This might be undertaken before deciding who to launch on an expensive training programme or a fast track for promotion. Self-appraisal It is an important part of staff development that people should learn to assess their own performance against agreed goals.

Appraisal Techniques
Upward appraisal Here, the subordinate appraise the

manager, on the grounds that they know more about his 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 managers and subordinates with the views of other people who have worked with the individual being appraised.

THANK YOU VERY MUCH!!!