Informal Carers Training: In-group Social Learning as an Effective Method for Quality Care Empowerment

Abstract

In this article, a method of in-group social learning used for informal carers training is presented. This method was developed by Jože Ramovš and his team at the Anton Trstenjak Institute of Gerontology and Intergenerational Relations primary for the fields of holistic health prevention and aging; later on, special attention has been given to its development for training of informal carers as the latter often carry the most significant part of the long-term care burden. In the first part of the article, the need for such a method is discussed through a review of current international demographic and long-term care situations. In the second part, a novel method for the training of informal carers is introduced. Finally, the results of the evaluation analysis of 453 persons who participated in the training are presented and compared with the results of the nationally-representative study. The results show that the method of in-group social learning has a great potential for quality care empowerment of informal carers as well as for holistic development of intergenerational solidarity in the modern age. Furthermore, they open new possibilities for research and present directions for further development and implementation of the described method within this important field.

A new roadmap for an age-inclusive workforce management practice and an international policies comparison

“…Triglav Insurance Company , for instance, provides employees with an online learning portal that is accessible anytime and anywhere. This was particularly beneficial during the coronavirus epidemic, offering webinars on stress management during self-isolation, working with virtual teams, and adapting to life post-coronavirus, with active participation from older employees ( Ramovš & Svetelšek, 2020 ). Another example of a successful Slovenian company is Unika TTI d.o.o.…”

“…Here, the company's employment policy, as described by their director, follows a 'natural selection' principle. As an employee nears retirement, they gradually hand over their responsibilities to a younger colleague ( Ramovš & Svetelšek, 2020 ).…”

Rebuilding the Workplace in the Post-Pandemic Age through Human Capital Development Programs: A Moderated Mediation Model

“…They also tend to be better at enhancing their connections with stakeholders and to use their time more efficiently (Baird et al 2020). Empowerment can also improve the technical information and abilities that workers gain in the form of groups, allowing them to conduct their job more productively (Ramovš et al 2019). It is then assumed that the existence of employee empowerment can lead to higher levels of trust toward managers and/or leaders, which subsequently enhances performance levels (Baird et al 2020), especially at the level of micro, small, and medium enterprises where the performance of every single organizational member is highly important in shaping the overall performance of the business (Sulistyono et al 2022).…”