The Inability of Children's Social Workers to Incorporate Self-Care Practicies Into Their Daily Work Routines Considering Their Work Obligations
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Authors
Hurst-Hammond, Shatanja
Issue Date
2025
Type
Dissertation
Language
en
Keywords
children's social workers , self-Care , leadership , social work , organizational culture
Alternative Title
Abstract
Excessive caseloads, extended workdays, limited leadership support, and ineffective leadership communication hinder the personal and professional self-care of children's social workers. These challenges contribute to organizational cultures that fail to prioritize worker well-being or normalize restorative practices. This phenomenological study aimed to understand the impact of organizational barriers and job demands on the ability of children’s social workers to incorporate self-care practices into their daily work routines. The purposive sampling method was used to recruit participants from among respondents who had seen the social-media recruitment flyer. Semi-structured interviews were conducted with 11 children’s social workers responsible for investigating child abuse referrals, facilitating removals, and managing adjudicated caseloads related to family maintenance, reunification maintenance, or permanent placement. This research study focused on one overarching research question and three secondary questions that addressed various aspects of the overarching question. The overarching research question, (RQ1) what is the lived experience of children's social workers regarding the phenomenon of personal and professional self-care? This overarching question was explored through three secondary research questions: (RQ1. 1) what primary work-based factors impact the social workers' ability to practice personal and professional self-care? (RQ 1.2) what role do social workers believe management has in cultivating an environment where social workers can regularly incorporate self-care practices? (RQ 1.3) how do social workers practice self-care that they believe contributes to the productivity, quality, and longevity of their professional lives? Thematic analysis revealed three themes: (RQ 1.1) participants’ perceptions of leadership support, which highlighted how leadership behaviors influenced opportunities for self-care; (RQ 1.2) responsibility and response, which highlighted tensions between personal responsibility for well-being and the need for organizational accountability; and (RQ1.3) understanding participants' view of self-care, which reflected how workers defined and described self-care in the context of demanding workloads. Findings indicated that while individual strategies are valuable, sustainable self-care requires leadership that actively supports a culture where self-care is normalized rather than stigmatized. Implications included the development of organization-led self-care training for leaders and the implementation of trauma-informed approaches that extend beyond clients to support staff. Policy adjustments aimed at reducing systemic barriers were also recommended.