Tom Regan Los animales como seres morales y sujetos de una vida

Middle managers in the public sector need support from their workplace to minimise their challenges and maximise their motivators in order to be fully engaged (Fitzgerald, 2000). Using the paradigm that middle managers are skilled and resourceful professionals and strategic assets to the organisation, this support is warranted.

2.8.1 Employee benefits package

Milosavljevic et al., (2015) identified that health workers, including the middle managers, need access to learning; healthy relationships with others; respect for their professional autonomy and decision-making and that they receive the appropriate level of recognition for their work. Paine Schofield et al., (2008) agree that middle managers need to be supported by getting clear directions from their senior managers and the autonomy to make decisions. They also identified that public sector organisations should offer middle managers challenging and interesting work, doing work that is of value to society, job security, opportunity to continually learn and develop skills and knowledge and performance related salary and incentive schemes. Cook (2004) agrees that middle managers need intrinsic and extrinsic incentives and sanctions to ensure

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full engagement. Rock and Rock (2016) state that middle managers want open communication and understand the motivations and reasons of the decision making of their senior managers and to be part of vision and strategy discussions.

2.8.2 Professional development and training

Fitzgerald (2000) states that professional development and training is also a central factor to ensure middle managers can fully engage in their role. Paine Schofield et al., (2008) add that a strategy for professional development for managers needs to be in place with resources allocated to individual learning and development plans of middle managers. As discussed in section 2.6.3, Stoker (2006) recommends that senior management need to serve as a coach for middle managers. Besides coaching, organisations could also offer mentors and/or supervisors for their middle managers. These support networks can be offered on a one-one basis or in a group and led by a supervisor or mentor or as peers. One of the advantages of a group arrangement is the pool of knowledge and expertise it offers. The support of the group can reduce isolation for middle managers (Hyrkäs et al., 2005). The disadvantages of the group model are the limited time per supervisee and confidentiality issues. It can also be challenging to maintain continuity and slide into superficial conversations (Hyrkäs, et al., 2005). There are also disadvantages identified with peer supervision. As by definition peers should be at the same level, therefore personal development and challenging ideas could be an issue. Due to the absence of a group leader this process might be difficult to manage. However the benefits of peer supervision can include positive long-term effects on leadership and communication skills, the desire for self-development, self- knowledge and better coping skills (Hyrkäs, Koivula, Lehti, & PaunonenǦ Ilmonen, 2003). Peer supervision focused on reflection and support with other

middle managers can improve the managers’ individual development and also the development of their leadership (Hyrkäs, et al., 2003).

2.8.3 Work-life balance

Support for middle managers in the public sector is not just aimed at ensuring full engagement but also at avoiding work related stress. Middle managers are

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at a higher risk for burnout (Milosavljevic et al., 2015). A burnout is ‘a psychological syndrome in response to chronic interpersonal stressors on the

job’ (Milosavljevic & Noble, 2015, p. 101). Burnout has been associated with working in the human services where practitioners deal with particularly complex cases. Contributing factors to burn out are working long hours, having a higher level of seniority and being over the age of forty. This can explain why middle managers are at high risk for burn out. Interestingly, the number of years in the workforce can be a protective factor against burn out (Milosavljevic & Noble, 2015).

Work related stress needs to be addressed to achieve a healthy work-life balance for middle managers (Paine Schofield et al., 2008; Hughes & Weiner, 2013). Mitchell (2001) concluded that team support; clinical supervision and debriefing can support dealing with stress and pressure. Personal strategies can also beneficial. Spencer (1994) found that in the health sector 78% of the respondents use personal distractions, for example hobbies and activities, and 27.5% talk to family and friends regarding upsetting work issues. The majority of this group, 80%, found their informal network helpful. However, 62.7% of the respondents would also like group supervision lead by a professional to support them.

Technology could also be used by public sector organisations to create a healthy work-life balance by offering more flexible or part-time work structures, including working from home. However, Paine Schofield et al., (2008) states that flexible work can increase the stress when available and accessible 24-7 on technology.

Another concern identified was the staff management when employees are not present in the office to be trained and managed. There were also concerns raised by those who prefer to keep work and life separate. Morse, Salyers, Rollins, Monroe-DeVita and Pfahler (2012) agree that the use of technology can supplement the delivery of burnout reduction methods in public sector organisations. They recommend the use of individual intervention strategies in combination with organisational prevention techniques. Public sector organisations should develop a sense of shared meaning with mission

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statements, develop organisational policies and practices that promote staff wellness and train managers in supportive behaviours.

Additional identified support for middle managers from their senior managers is accurate and up to date information that is shared with other departments and agencies (Cook, 2004; Matheson et al., 1997; Robinson, 2012;) and efficient and effective communication systems and openness to new ideas (Hughes & Wearing, 2013; Robinson, 2012).

Summary

In this chapter changing government ideologies and the effect on middle managers in the public sector in New Zealand were explored. This literature review has identified three significant features in public sector management: firstly government ideologies have an effect on public sector organisations and their managers; secondly, the reforms played a big part in the current complex roles of middle managers and the competing demands on these managers. And thirdly, while the public sector has generally successfully implemented structural changes, the changes in behaviour and attitude within the public sector are still in development.

The definition of the role of middle manager in the public sector was explored as well as the paradigms of this role. The description of the role of a middle manager in the public sector used is: someone with access to top management coupled with knowledge of operations. A middle manager is perceived as a skilled and resourceful professional and a strategic asset to the public sector organisation.

There are a number of challenges and motivators identified with working as a middle manager in the public sector. This chapter identified a lack of autonomy, cost cutting in the public sector, staff management expectations, the use of technology, the existing skill set of middle managers and the lack of support as challenging. Reasons why people choose a role in the public sector ranges from gaining new knowledge and learning and relationship building within teams and with the clients and their families. The feeling of worth and value and public sector values and purpose is also identified as a strong motivator.

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Senior managers should offer middle managers challenging and interesting work, job security, opportunity to continually learn and develop skills and knowledge and intrinsic and extrinsic incentives and sanctions. Professional development and training is also essential to ensure they can fully engage in their role. Middle managers of human services in the public sector also need support to access accurate and up to date information and efficient and effective communication systems. Due to the high risk level of burnout of middle managers, work related stress needs to be addressed on an organisational as well as an individual level to achieve a healthy work-life balance.

In the next chapter the research project is described including the methodologies and methods and the recruitment of participants. The ethical dilemmas of this research are also included in this chapter.

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