An ideal social service agency provides services with the intent to enhance human well-being and help meet the basic needs of the community. Its clientele are at the fore front for services and advocacy to help bring closure during their times of crisis’s. A social worker of a social service agency strives to uphold ethical standards as set by the National Association of Social Worker (1999). Such ethical standards include service, social justice, dignity/worth of person, importance of human relationships, integrity, and competence (National Association of Social Workers, 1999). However, due to management issues and diverse organizational practices such ethical standards become compromised in the performance of social services. A non-profit
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In this agency in particular there is a fine line that divides unpaid interns and paid interns. Due to Upper management, and their background in higher education and business administration they personally value interns who are pursuing a degree in higher education or business administration. Such interns are put on the pay roll and receive greater workloads than the unpaid interns. The unpaid interns are pursuing a background in psychology, social work, or counseling. Are given lighter remedial workloads. The paid interns have the opportunity to facilitate workshops, design trainings, and work with clients on a one to one basis. However, for unpaid interns are given tasks related to filing paper, creating brochures, and other office housekeeping roles. This type of treatment causes motivational issues for the employees. As exemplified in Social Comparison Theory, employees compare their efforts to efforts of others and the internal/external rewards that come with it (Fisher, 2009). For unpaid interns who are working in social service roles who lack motivation to work causes further obstacles in their direct service practices. Such employees will find it difficult to create programs and service opportunity for clients who maybe facing a …show more content…
The supervisors are the central figures of the agency and they are in charge of the allocation of services. They dictate how direct service workers in higher education can practice giving resources and promote organizational standards. Such exemplary supervisory qualities are found in Kouzes’s article in 2014, the author describes 5 qualities such as positive modeling, inspire a shared vision, challenge the process, and enable others to act, and encourage the heart and associate it to the ideal supervisor. In this agency, it is important that such supervisors who do not have direct experience or knowledge about social service practice to have qualities such as encourage the heart or enable others to act to allow other workers with a social service background to advocate to disadvantaged clients and to build better cultural organization among employer and supervisor. In conclusion, this agency can adopt ethical standards from NASW and build a bridge of awareness towards the supervisors of the agency. Such supervisors can build insight about the social problems of their clientele and motivate their employees to find interventions to address such problems. In targeting upper management first, changes in the agency can trickle down and become apparent in the direct service practices. Overall, change can be achieved
In this agency in particular there is a fine line that divides unpaid interns and paid interns. Due to Upper management, and their background in higher education and business administration they personally value interns who are pursuing a degree in higher education or business administration. Such interns are put on the pay roll and receive greater workloads than the unpaid interns. The unpaid interns are pursuing a background in psychology, social work, or counseling. Are given lighter remedial workloads. The paid interns have the opportunity to facilitate workshops, design trainings, and work with clients on a one to one basis. However, for unpaid interns are given tasks related to filing paper, creating brochures, and other office housekeeping roles. This type of treatment causes motivational issues for the employees. As exemplified in Social Comparison Theory, employees compare their efforts to efforts of others and the internal/external rewards that come with it (Fisher, 2009). For unpaid interns who are working in social service roles who lack motivation to work causes further obstacles in their direct service practices. Such employees will find it difficult to create programs and service opportunity for clients who maybe facing a …show more content…
The supervisors are the central figures of the agency and they are in charge of the allocation of services. They dictate how direct service workers in higher education can practice giving resources and promote organizational standards. Such exemplary supervisory qualities are found in Kouzes’s article in 2014, the author describes 5 qualities such as positive modeling, inspire a shared vision, challenge the process, and enable others to act, and encourage the heart and associate it to the ideal supervisor. In this agency, it is important that such supervisors who do not have direct experience or knowledge about social service practice to have qualities such as encourage the heart or enable others to act to allow other workers with a social service background to advocate to disadvantaged clients and to build better cultural organization among employer and supervisor. In conclusion, this agency can adopt ethical standards from NASW and build a bridge of awareness towards the supervisors of the agency. Such supervisors can build insight about the social problems of their clientele and motivate their employees to find interventions to address such problems. In targeting upper management first, changes in the agency can trickle down and become apparent in the direct service practices. Overall, change can be achieved