Lean social care and worker identity : the role of outcomes, supervision and mission Donna Baines, Sara Charlesworth, Darrell Turner and Laura O'neill
By: Baines, Donna
.
Contributor(s): Charlesworth, Sara | Turner, Darrell | O'neill, Laura.
Material type: 
ArticleSeries: Critical Social Policy.Publisher: Sage, 2014Subject(s): FUNDING | CHANGE MANAGEMENT | MANAGING FOR OUTCOMES | NONPROFIT ORGANISATIONS | SOCIAL WORK | SUPPORT SERVICES | AUSTRALIA | NEW ZEALAND | CANADA | GOVERNMENT POLICYOnline resources: Read the abstract
In:
Critical Social Policy, 2014, 34(4): 433-453Summary: This study uses qualitative data collected in Australia, New Zealand and Canada to show that agency mission and immediate supervisors remain centrally important to workers’ identity and willingness to remain employed in social care in an environment where many social care jobs have shifted from the public to the non-profit sector, accompanied by funding cuts, government contracts, managerialism and performance management. .Resistance strategies that agencies, workers
and unions have used to challenge the hegemony of outcome-oriented funding and management models are explored. (from the Authors' abstract)
Critical Social Policy, 2014, 34(4): 433-453
This study uses qualitative data collected in Australia, New Zealand and Canada to show that agency mission and immediate supervisors remain centrally important to workers’ identity and willingness to remain employed in social care in an environment where many social care jobs have shifted from the public to the non-profit sector, accompanied by funding cuts, government contracts, managerialism and performance management. .Resistance strategies that agencies, workers
and unions have used to challenge the hegemony of outcome-oriented funding and management models are explored. (from the Authors' abstract)
