Why do administrators employ or not employ support contacts? A Norwegian qualitative study

A. Johannessen, A. Möller
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引用次数: 3

Abstract

This is a qualitative study based on statements by administrators in the dementia sector in Norwegian local authorities. The aim of the present study is to investigate the arguments for and barriers to the allocation and organization of support contacts for people with dementia and their families. Various services are needed to help these families from being isolated. ‘Support contacts' can be one such service, yet the local authorities rarely use them in the Norwegian dementia-care sector and little is known about why that is so. Support contacts are ‘paid friends' and their tasks can be compared to respite carers or volunteers in other Western countries. The data was gathered from interviews with 35 informants (34 women and one man, aged 35-66 years) during 2011, from 32 local authorities in Norway. The analysis of data involved a qualitative content analysis. Three main categories emerged: ‘knowledge', ‘accessibility', and ‘management'. ‘Knowledge' describes the range of an administrator's familiarity both with dementia and with the legislation concerning the offering of a support contact to families with dementia, and it has two subcategories: ‘formal knowledge' and ‘experiential knowledge'. The category of ‘reaching out' describes the circumstances that lead families with dementia to apply for help and contains the subcategories of ‘supplying information' about the service and ‘characteristics of target group' receiving a support contact. The category of ‘management of services' describes the various ways in which a supporter service may work satisfactorily and contains the subcategories ‘recruitment' and ‘organization'. In conclusion, the administrators consider support contacts to be a valuable service. The authors conclude that managers of local authorities need to organize their departments in a way that administrators will have sufficient knowledge about making the service available and supporter contacts will receive the necessary guidance and knowledge to maintain the service effectively.
为什么管理员要雇用或不雇用支持联系人?挪威的一项定性研究
这是一项基于挪威地方当局痴呆部门管理人员陈述的定性研究。本研究的目的是调查争论和障碍的分配和组织支持接触的人与痴呆症和他们的家庭。需要各种服务来帮助这些家庭摆脱孤立。“支持联系人”就是这样一种服务,但挪威地方当局很少在痴呆症护理部门使用这种服务,人们对其原因也知之甚少。支持联系人是“付费朋友”,他们的任务可以与其他西方国家的临时护理人员或志愿者相提并论。数据收集自2011年期间对来自挪威32个地方当局的35名举报人(34名女性和1名男性,年龄在35-66岁之间)的访谈。数据分析包括定性内容分析。出现了三个主要类别:“知识”、“可访问性”和“管理”。“知识”描述了管理者对痴呆症的熟悉程度以及对向痴呆症患者家庭提供支持联系的立法的熟悉程度,它有两个子类别:“正式知识”和“经验知识”。“伸出援手”类别描述了导致痴呆症家庭申请帮助的情况,并包含有关服务的“提供信息”和接受支持联系人的“目标群体特征”的子类别。“服务管理”这一类别描述了支持服务可能令人满意地工作的各种方式,并包含“招聘”和“组织”两个子类别。总之,管理员认为支持联系是一项有价值的服务。作者的结论是,地方当局的管理者需要以这样一种方式组织他们的部门:管理者将有足够的知识来提供服务,而支持者联系人将获得必要的指导和知识来有效地维持服务。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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