Schamerleben in Supervisionsprozessen

Um die Rolle des Schamaffekts in der Supervision genauer auszuleuchten und Supervisoren einen differentiellen Umgang mit dem Einzelphänomen Scham, dem "Aschenbrödel der Affekte" (Rycroft, 1968) zu ermöglichen, würden Gruppendiskussionen mit Gestalttherapeuten durchgeführt, die Narration über eigenes Schamerleben in Supervisionskontexten zum Inhalt hatten. Die Ergebnisse der Untersuchung zeigen die Bedeutsamkeit des Schamaffekts (z.B. soziale Scham, Abhängigkeitsscham, Scham,die eine Diskrepanz zwischen Selbst und Ideal anzeigt) in förderlicher und hemmender Richtung für supervisorische Lernprozesse.

Identifying the component structure of job satisfaction by principal components analysis among extension officers in North West Province, South Africa

The component structure of a 34-item scale measuring different aspects of job satisfaction was investigated among extension officers in North West Province, South Africa. A simple random sampling technique was used to select 40 extension officers from which data were collected. A structured questionnaire consisting of 34 job satisfaction and 10 personal characteristic items was administered to the extension officers. Items on job satisfaction were measured at interval level and analyzedwith Principal ComponentAnalysis. Most of the respondents (82.5%) weremales, between 40 to 45 years, 85% were married and 87.5% had a diploma as their educational qualification. Furthermore, 54% of the households size between 4 to 6 persons, whereas 75% were Christians. The majority of the extension officers lived in their job area (82.5), while 80% covered at least 3 communities and 3 farmer groups. In terms of number of farmers covered, only 40% of the extension officers covered more than 500 farmers and 45% travelled more than 40 km to reach their farmers. From the job satisfaction items 9 components were extracted to show areas for job satisfaction among extension officers. These were in-service training, research policies, communicating recommended practices, financial support for self and family, quality of technical help, opportunity to advance education, management and control of operations, rewarding system and sanctions. The results have several implications for motivating extension officers for high job performance especially with large number of clients and small number of extension agents.