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ZSUZSANNA MIRNICS for practitioners to express and explore the wide range of emotional responses they experience in relation to their work.? MEASURING EFFECTIVENESS Several recent studies point to the effectiveness of supervision. It has a positive impact on staff retention.’ In social workers supervision increases staff use of basic communication, problem-solving and relationship skills and improves client outcomes, with behavioural changes that appear relatively early and cognitive changes that are slower.’ The amount of supervision social workers receive is significantly correlated with their satisfaction. The supervisory relationship is a better predictor of client outcomes than supervisory skills or helpfulness. Low supervisory support has been significantly related to the intention to leave." The difficulty of evaluating the effectiveness of supervision is compounded by the variety of definitions, the complexity of the activity, the multiple relationships and the variability of the context. A continuing problem in evaluating the effectiveness of supervision is the determination of appropriate evaluative criteria." (Hausinger has worked on that). Most research assessing the effectiveness of supervision has examined very specific issues. Whereas the global guestion of supervisions efficacy may be obvious (i. e., "is supervision effective?"), the guestions of research need to be more circumscribed. A basic element of good research design is to frame the guestions to be tested in a very specific way. In what circumstances is supervision necessary? What sort of supervision should this be? What should 2 §. Dwyer, The emotional impact of social work practice, Journal of Social Work Practice 2007/21, 1, 49-60.; C. Lombardo — D. Milne — R. Proctor, Getting to the heart of clinical supervision: A theoretical review of the role of emotions in professional development. Behavioural and Cognitive Psychotherapy 37 (02) (2009) 207—219.; J. Toasland, Containing the container: An exploration of the containing role of management in a social work context, Journal of Social Work Practice 21 (2) (2007) 197-202. D. DePanfilis — J. L. Zlotnik, Retention of front-line staff in child welfare: A systematic review of research, Children and Youth Services Review 30 (9) (2008) 995-1008.; P. A. Yankeelov - A. P. Barbee - D. Sullivan — B. F. Antle, Individual and organizational factors in job retention in Kentucky’s child welfare agency, Children and Youth Services Review 31 (5) (2009) 547-554. A. M. Davys — L. Beddoe, Best Practice in Professional Supervision: A guide for the Helping professions, London, Jessica Kingsley, 2010. A. Nissly - M. Mor Barak — A. Levin, Stress, social support, and workers’ intentions to leave their jobs in public child welfare, Administration in Social Work, 29 (2005) 79-100. NASW, Best Practice Standards in Social Work Supervision, www.socialworkers.org/practice/ naswstandards/supervisionstandards2013.pdf, accessed 1 September 2015. + 92 +
