The Importance Of Social Work

Colton and Roberts (2007), says that burnout of social care staff is often caused by heavy workloads, poor pay and poor supervision, perceptions of work was low-status, staff feeling unsupported in work in very challenging environments. Blankertz and Robinson (1997) state social care staff need clear defined job roles, pleasant working environments, competent and cohesive co-workers and the availability for staff to provide input on decisions all contribute to low turnover of staff. Therefore it may be assumed that the challenges social work proposes create a need for the motivating of subordinating staff by the social care manager.

Lalor and Share (2013), confirm that Social Care work poses various challenges as a practice, both physically

Dubrin (1978), suggests that motivation regards the strength of effort applied to achieve a goal of the organisation. Bennet (1991), suggests employees motivation to work involves both unconscious and conscious, forces drives and influences - these factors cause an employee to want to fulfil goals. In simple terms, Tiernan and Morley (2013), management concerns the concentration on the achievement of the organisations goals through the use of both financial and human

He divided managerial approaches into two categories; bureaucratic (Theory Y) and autocratic (Theory X). The Theory X managerial approach adopted a negative viewpoint. It assumed staff were lazy and disliked working, it assumed they need to be corrected, controlled and directed to achieve organisation goals. It also assumed that the employees seek only material rewards and security. The Theory Y managerial approach adopts a positive viewpoint. It assumed that staff like to work and wish to deal with challenging issues -should both the work itself and the organisations environment be appropriate. Subsequently, should these factors be adequate; Theory Y suggests that staff will then work willingly, without coercion or control. Theory Y assumes that staff are motivated by their needs for recognition, respect, esteem and self actualisation. It would seem from research that a manager adopting a Theory Y managerial approach is more likely to motivate a social care staff than adopting a Theory X managerial