游美貴Yu, Mei-Kuei周玉婷Chou, Yu-Ting2024-12-172024-02-152024https://etds.lib.ntnu.edu.tw/thesis/detail/3f62570f2a4772917abc3d20fe38a20b/http://rportal.lib.ntnu.edu.tw/handle/20.500.12235/122165在公設民營機構及委託服務方案中的社工督導，行政上除縣市政府與母機構的雙頭老闆，實務工作又身處三明治困境的為難狀態，在多重因素交互影響下，形成社工督導的人力流動與斷層之實務現況，難以留任。本研究係為探討曾任公設民營機構或委託服務方案社工督導之經驗歷程，其中所遭遇的挑戰、因應策略與期待，與影響其離職決定的考量因素，以及社工督導回顧歷程後，針對督導專業制度發展提出之看法與建議。本研究採用質性研究方法，共邀請6位曾任公設民營機構或委託服務方案之社工督導進行深度訪談，研究結果歸納如下：一、委託單位與承辦單位各有盤算：民間組織在承接公設民營機構及委託服務方案，多以利益層面考量為出發點，期待縣市政府提供可使用場館等硬體資源、經費挹注、專業人力增加，及提升母機構的競爭力和能見度、拓展服務範疇等，然提供給社工督導的支援卻多為不足。另社工督導在組織中被期待扮演多樣化角色，此外尚需應對政策與機構主管、受督導者、實務工作等至少三方壓力，導致高工時、高負荷，甚至出現身心症狀等實務現象。二、社工督導經驗歷程回應工作特殊性：在升任督導前多未接受相關職前培訓，致新手督導階段多需仰賴外部資源或自我尋求專業訓練，呈現欠缺培訓和支援，卻需快速到位的狀態；在經驗累積與逐漸上手、督導知能持續開展後，社工督導開始發展自我督導風格，處於多方期待需不斷協商和自我突破的中期督導階段；而在成熟期的督導階段，則需持續開發及發展自身資源；另工作和身心失衡，以及組織決定不再接受政府委辦等，為受訪者們的離職決定主要因素。三、健全培訓制度與發展支持性團體有其必要性：零裝備上任似乎成為實務界督導升任常態，因此受訪者們皆期待可建構完善的培訓和支持團體制度，及建立分級分類訓練機制、推展資深督導者的長期發展規劃，以增加社工督導久任之拉力。In the private management of public agencies and entrusted service projects, social work supervisors are administratively under the dual bosses of local governments as well as their own organizations, and their practical work seems to be a sandwich dilemmas with a difficult situation. It has resulted in the existing situation of manpower turnover and succession gap among social work supervisors, which renders them difficult to stay in their positions.This study examines on the experiences of social work supervisors who worked for the private management of public agencies or entrusted service projects, including the challenges they encountered, the strategies they used to cope with those challenges, the expectations they had, and the factors that influenced their decision to leave their jobs, as well as the views and suggestions for the development of the supervisory professional system made by the social work supervisors in retrospect. This study adopted a qualitative research method and invited six social work supervisors who had worked in the private management of public agencies or entrusted service projects for in-depth interviews, and the findings of the study are summarized as follows:1.Commissioning units and contractors are calculative: When taking over the private management of public agencies and entrusted service projects, private organizations often focus on profit considerations, expecting county and municipal governments to provide hardware resources such as venues for use, financial support, and increased professional manpower, as well as to enhance the competitiveness and visibility of the parent organization and to expand the scope of services, etc. However, most of the support provided to the social work supervisors is insufficient. In addition, social work supervisors are expected to play diverse roles in the organization, and they have to cope with the pressure from at least three parties, such as policy and organization directors, supervisees, and practical work, which leads to practical issues such as high working hours, high workload, and even psychosomatic symptoms.2.Experiences of social work supervisors in response to the specificity of their work: Most social work supervisors did not receive relevant pre-service training before they were promoted to the rank of supervisor, making it necessary for novice supervisors to rely on external resources or seek professional training on their own, and presenting a state of rapid deployment in the absence of training and support. After accumulating experience and gradually getting used to the supervisory role, supervisors begin to develop their own supervisory style, and are at the middle stage of supervisory work where they need to make breakthroughs in the light of the constant consultation and expectations of different parties. At the stage of maturity, it is necessary for supervisors to continuously explore and develop their own resources. In addition, the imbalance between work and body and mind, as well as the decision of the organization to stop accepting government appointments, were the main factors in the respondents' decision to leave their jobs. 3.The need for a comprehensive training system and the development of supportive organizations: Getting into office without proper equipment has become a common practice in the field. Therefore, the respondents expect that a comprehensive training and supportive organization system can be established, a graded and categorized training mechanism can be set up, and a long-term development plan for senior supervisors can be promoted, thereby increasing the pulling power of the social worker supervisors to stay in office for a prolonged period of time.公設民營機構委託服務方案社工督導經驗歷程the private management of public agenciesentrusted service projectsthe experiences of social work supervisors學術論文