A job performance model for professional social workers
Author(s)
Date Issued
1998
Publisher
Routledge
Journal
Asia Pacific Journal of Social Work and Development
Volume
8
Issue
2
Start page
51
End page
63
Abstract
This paper defines job performance as a social construct from different perspectives, such as standards, behaviour, and process. A comprehensive model was constructed to explain the multiple realities of the job performance of professional social workers. The different perspectives of job performance: organizational performance, staff performance and quality of service were discussed. The dynamic relationships between various factors behind these components were also identified. Supervision and professional development for social workers, goals setting and strategy formulation for human service organizations, and programme evaluation for service delivery were proposed as guidelines for improving job performance of professional social workers.
SFU Affiliated Publication
No
Availability at SFU Library
No database links found.