Helping Professionals

8/10/2019 Helping Professionals

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HELPING PROFESSIONALS - THE BLESS ABURDEN OF HELPING

Ioana

Drjan

, Lecturer PhD.

West

University of Timisoara, Educational Sci

ioan

Mihaela

Tomi

, Senior Lecturer,

PhD

. West University of Timisoara, Socia
mailto:[email protected]:[email protected]


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BACKGROUND OF THE STUDY

The experimentation of stress, either acute or prolonged, major stressful eveannoying and disturbing little facts, is a risk factor in developing psychopathhelping professionals, dealing directly with the lives of those in need, are parto burnout and exhaustion and secondary traumatic stress.

A resilient factor for these professionals is theirs conflict management style,express assertively theirs emotions and to solve efficiently the conflictive sitpaper we intend to assess the impact of the life stressful events on the abilityadverse circumstances and the relation between conflict management style satisfaction and burnout.

Our inters in these themes are both theoretical (as we are researchers) and pare, at the same time, teachers training future psychologists, special educatoworkers, and so on).


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KEY CONCEPTS

JOB SATISFACTION is an affective reaction to an individuals work sibe defined as an overall feeling about ones job or career or in terms oof the job or career

Job Demands-Resources Model (JD-R model) , a theoretical approaexplain the relationship between psycho-social working conditions astates that the work environment is characterized by two general ca

DEMANDS and JOB RESOURCES

Side-effects of helping professions:

Compassion Satisfaction (CS), representing the positive aspects

Compassion Fatigue (CF), representing the negative aspects of h

and secondary traumatic stress).


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KEY

CONCEPTS (2)

Conflict and conflict management style

Gray & Starke (1984) define conflict as the behavior express by a person ointention to inhibit the attainment of goals by another person or group

four main types of conflict in organizations: intraindividual conflict, intericonflict, intragroup conflict, and intergroup conflict

Ruble and Thomas model of conflict behavior : avoiding conflict all togeth(uncooperative and unassertive), making too many exceptions (cooperativunassertive), competing anytime a conflict arises (assertive and uncooperacollaborating (assertive and cooperative), compromising, which serves as afor both assertiveness and cooperativeness (Thomas-Kilmann model , 19


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THE OBJECTIVES AND HYPOTHESIS OF TH

First objective is descriptive and aim to discover if there is a specific smanagement of helping professional from Romania and to assess thsatisfaction and burnout.

H1: Helping professions have a specific culture of conflict managemconflict management style based on collaboration instead of compe

Second objective: to analyze the relation between conflict managemprofessional satisfaction and burnout.

H2: There are significant differences in professional satisfaction andbetween professionals with different conflict management styles.


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PARTICIPANTS

56 subjects in helping professions.

91,2% female; 8,2% male.

psychologists (46,4%), teachers (35,7%), social workers (5,4%),staff (5,4) or others (6,4%).

mean age is 35,8 years (s=7,62)experience is on average 9,8 years (s=6,33).

clients: children (67,9%), adults (7,1%), both children and adult


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INSTRUMENTS

a 15 item scale [14] that measures five different styles (collaboratingcompeting, accommodating and compromising). The Romanian vergood reliability (=.738). The scale is Likert type with five levels and for each style.

Professional quality of life scale (ProQOL) in order to measure the pburnout and satisfaction. The scale is Likert type with five levels andfor each of the three measured dimensions (compassion satisfactioand secondary traumatic stress). The Romanian translated version hcoefficients close to the original scale (=.748, compassion satisfactburnout =.574 and secondary traumatic stress =.724).


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RESULTS

Preferred conflict management style

Only 41 subjects have a clear style of conflict management: 43,9% - collaborating competing style, 14,6% - accommodating style, 4,9% - avoiding style, 4,9% - com

Conflict management style Statistics

Collaborating mean=6,47, s=2,20

Competing mean =7,03

Accommodating mean=7,45

Compromising mean= 7.87

Avoiding mean= 9,40


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RESULTS: LEVEL OF PROFESSIONAL SATISFACTION AN(SUBSCALES: BURNOUT AND SECONDARY TRAUMATI

Our sample could be described by moderate to low JOB SATISFACTION, but also only mburnout and secondary traumatic stress.

94.8% -moderate job satisfaction

3.4% reported high job satisfaction

1.7% percent perceives low job satisfaction.

In terms of JOB FATIGUE, the subjects reported moderate to low burnout and secondar

BURNOUT 55.2% - low burnout

44.8%) experience moderate burnout.

SECONDARY TRAUMATIC STRESS

34.5% - moderate level

65.6% - low level.


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RESULTS: CONFLICT MANAGEMENT STYLEINFLUENCE ON JOB SATISFACTION AND FAT

We applied one-way ANOVA procedure in order to see if there adifferences between the samples with different conflict manageterms of their level of burnout and secondary traumatic stress.

The overall results show that there are no significant differencessatisfaction (F (4,36)=2.274, p=.08) or burnout (F(4,36)=1,187, p=

there is a significant difference on secondary traumatic stress (Fp=.029).

However, the post hoc comparison didnt highlight any significabetween two groups, the most significant difference being betw

and collaborating styles.


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DISCUSSIONS AND CONCLUSIONS

Our findings were that caring professionals are indeed using specific styles conflicts. We have predicted that they are using collaboration and compromour findings prove that the second style of managing conflicts is competingwith our predictions is the fact that they use assertive styles instead of straand avoiding solving the conflicts.

Our prediction that different conflict management styles are influencing thand levels of burnout was not supported. This doesnt mean that the conflicstyle has no effect, but in our sample we couldnt highlight such relation. Thcase that the level of burnout was quite homogenous as well as the conflictIt is possible that those teachers which use avoidant strategies have a higheThe limited number of teachers with non-assertive style does not allow us tstatement, but we think that the issue need further studies.


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DISCUSSIONS AND CONCLUSIONS

In terms of job satisfaction and fatigue, we may conclude that this is a positinvestigated helping professionals. It means that the positive reinforcemenfrom their work exceed potentially bad outcomes (senses of inefficacy, jobfears and worries). These results support the conclusions that these professlikely good influences for their colleagues and their organizations, that theytheir clients/patients. This type of professionals benefits from engagementfor continuing education and career development.

These findings sustained the necessity of continuing education for helping and the importance of their periodical (self)assessment and constant preoctheir well-being. For attaining these objectives, we consider that the superare crucial for these helping professionals, in order to debrief burdening isshow to understand, accept and solve work-related issues. Continuing educaprofessionals could focus on improving their abilities (for example, listeningdeveloping their assertive and collaborative ways of interactions and of ma


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THANK Yioana.darjan@e-u

Helping Professionals

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