The generalist role in clubhouse organizations.

Factors Influencing Staff Perceptions of the Organizational Environment of Clubhouses

“…On the other hand, relationships between clubhouse staff and members can be greatly enhanced when members are encouraged to utilize self-determination and openly share their experiences with staff (Barreira et al 2008). Dougherty (1994) recognized the dynamic and sometimes challenging role of club staff as compared to staff in other mental health programs. Specifically, clubhouse staff must respond to the demands of the environment (e.g., assist in various club tasks) as well as find ingenious ways to motivate members while also maintaining just the right distance in their approach to avoid disempowering members (Glickman 1992).…”

“…Although a number of studies have investigated clubhouse operations and members, few have examined the importance of staff and the dynamic presence they provide in the clubhouse environment (Dougherty 1994). From a systems perspective, clubhouses are isomorphic-that is, staff beliefs and organizational characteristics may have some associations with the quality of the program environment, which may influence service delivery and subsequent outcomes.…”

“…The role of staff in clubhouse programs is often overlooked in clubhouse research; however, many authors have contributed to our current understanding of the complex nature of these professional positions (e.g., Dougherty 1994;Glickman 1992;Jackson 2001). Clubhouse staff are referred to as generalists and work in a variety of programmatic areas using knowledge and experiences from many disciplines to intervene at multiple system levels (Dougherty 1994;Jackson 2001).…”

“…As mental health organizations move toward a more recovery-oriented framework of service delivery, one important aspect in understanding this systemic change is whether those who staff these organizations support the ideology. Because the work of clubhouse staff is complex and multidimensional (Dougherty 1994) clear roles and work expectations in addition to support from the larger organization or auspice agency may be necessary for staff to work competently within a recovery promoting framework. Unsatisfactory working conditions for staff can negatively impact the perceptions of the treatment environment among its participants whereas greater staff relationships and competency is associated with greater satisfaction and positive treatment outcomes among mental health consumers (Rossberg et al 2008).…”

“…Clubhouse staff are referred to as generalists and work in a variety of programmatic areas using knowledge and experiences from many disciplines to intervene at multiple system levels (Dougherty 1994;Jackson 2001). Clubhouse members value the support received from staff (Pernice-Duca 2008), but may come to rely on it less over time in the clubhouse environment (Pernice-Duca and Onaga 2009).…”