Job Satisfaction among Social Work Discharge Planners

Abstract

Eighty social workers working with elderly patients in 36 acute care hospitals provided information about their overall job satisfaction as discharge planners and identified sources of satisfaction and dissatisfaction in their jobs. Twenty-eight percent were very satisfied and 50 percent somewhat satisfied with their jobs. Sources of satisfaction were the ability to help patients and families, concrete resource provision, job challenge, and autonomy. Dissatisfaction resulted from organizational constraints and lack of support from other health care professionals. Educational and theoretical implications are discussed.

Social work, stress and burnout: A review

“…This is particularly evident in health care settings, where it may be seen that social work values are not always cost effective. Social workers have little power or control in a physician-dominated authority structure, for example, discharge planning offers a classic example of responsibilit y without decision-making power (Borland, 1981;Kadushin & Kulys, 1995) where expediencies of hospital management frequently require patients to be discharged before they feel ready to leave. The work carried out by social workers is problem centred and often involves choosing between unsatisfactory alternatives (Rushton, 1987).…”

“…Likewise, Kadushin & Kulys (1995) found that social workers experienced conflicting role expectations, that other members of the team did not understand the social work role and did not appreciate what they accomplished. McLean & Andrew (2000) found that stress resulted from role conflict, disagreement about good practice, and lack of recognition.…”

“…Since the introduction of health care reforms, the organisational context of social work is attracting increasing attention as a possible cause of job stress (Kadushin & Kulys, 1995;McLean & Andrew, 2000;Rachman, 1995). Stress resulting from organisational factors is a concern to many employers owing to the substantial human and economic costs it incurs (Bradley & Sutherland, 1995).…”

“…These included lack of funding, personnel shortages, high worker turnover rates, lack of linkages to other work units, attitudes of other health professionals, and working in a bureaucratic environment. Additional organizational constraints include the pressure to discharge patients more quickly, no time to provide counselling or emotional support, and lack of co-operation from hospital staff (Kadushin & Kulys, 1995). Collings & Murray (1996) found that the most powerful predictor of overall stress related to the pressure involved in planning and reaching work targets.…”

Cognitive dissonance in social work - the experiences of social workers who facilitate transracial adoption plans for aboriginal children

“…Additionally, competing values between administrators and social workers can also be a source of stress (Borland, 1981 ;Kadushin & Kulys, 1995).…”