ABSTRACT
Managers and Social Workers in the UK John McLean, MSc Toby Andrew, MSc
INTRODUCTION
As with other human service personnel, a high level of personal commitment is required of social services managers and social workers, often in return for lower pay than might be earned in other occupa-
tions. Other rewards may compensate, such as satisfaction from helping people and involvement with others in a purposeful activity, but insufficient satisfaction or high demands may adversely affect the level of involvement and commitment on which the work depends. This is not only a matter of concern for individual employees; low commitment can affect the morale of the whole organization and ultimately its functioning. To be able to address difficulties in maintaining commitment, it is important that social services and other employers understand the nature of the interaction between commitment, satisfaction, stress and other aspects of work experience (Cournoyer, 1988; Fletcher & Payne, 1980; Landy, 1989).
