Perfiles y competencias (percebidas) de los directores técnicos de equipos sociales

Resumen

Private Social Welfare Organisations (IPSS) are defined in accordance with the Portuguese non-profit organisations sector, adjusting them to the Social Welfare System. Their singularities are emphasised, as are their specific points that shape the management of said organisations (the associative/institutional project, its 'performance', the board of directors (BD) and its life cycle). Social management is evaluated taking into consideration its specific points and ruling principles. Also the constraints, challenges and proposals for more effective management are discussed, leading to a model and paradigm for social management. The roles and areas of operation of a IPSS technical director are structured accordingly to the profile and skills recommended for optimal performance, after an in-depth view of the concept of competence. Defining the actions to be carried out, and pondering over the areas of operation and required skills allowed us to create a survey ¿ the QPCDT ¿ composed of four subscales (ECE_PI; DGRH; GEFL e VAIS), intended to measure the perception of skills of technical directors. The aim of this empirical study is to analyse and explore connections / differences between socio-occupational factors, institutional factors and the perception of skills of technical directors (TD) of establishments, which provide social welfare services intended for seniors in the Central Region of Portugal. The choice of methodology relied on a quantitative study concerning management of the QPCDT (Simões, 2011), carried out in 2011 and intended for this research. The performed consistency studies revealed an alpha reliability coefficient of QPCDT_Total of 0.984, and the correlations between the 71 items displayed: - positive; - significant (p <0.001) - relatively large but not outsized (ranging between 0.427 and 0.502). Characteristics of the sample (n = 353): average age 36.8 years, 96% women, 71% are social workers, average years of experience as TD: 5.6, 91% works in Private Social Welfare Organisations (IPSS), and 60% of institutions are charitable associations, 71% is in charge of 2-3 social responses aimed at seniors (84% home care service, 70% day care centre,48% senior homes). Human resources: - Average paid employees: 22.92; - senior staff average: 2.20. It was found that 38% attended or is completing post-graduate training (Master Degree / Post-graduation); the areas of activity in which they feel the need for additional training are: management, communication and human resource management (DGRHC) 56%; development, implementation and evaluation of social intervention policies (EEA_PIAS) 46%; definition, strategic and operational guidance of institutional projects (DCEO_PIS) 39%; economic, financial and logistics management (GEFL_F4) 33%. Regarding their relationship with the institution: they began operations in 2005 and in 2008 they took over as Technical Directors - median in both cases. The perception of professional competence according to QPCDT: 176.55 average score (± 34.899, min: 76, max.: 284); ECE_PI: average score: 62.97 (± 11.083, min: 36, max.: 96); DGRH - average score: 51.90 (± 10,292; m.: 29, max.: 80); GEFL - average score: 39.66 (± 11,390; min.: 4, max.: 72); VAIS - average score: 22.02 (± 5420 ; min.: 7; max.: 36). Statistical tests have shown that QPCDT_Total scores differ in the following: ¿ socio-demographic variables age and sex; ¿ postgraduate training; ¿ number of areas with identified training needs; ¿ training needs in three performance areas (EEA_PIAS; DCEO_PIS; DGRHC) and ¿ professional category ("technical director" / "other categories").