사회복지 종사자로서 과중한 업무와 열악한 환경을 당연히 받아들여야 한다는 사회적 통념과 인식은 종사자들을 이직이라는 선택으로 몰아갈 수밖에 없는 현실이 되었다. 사회복지를 한다는 것은 남을 돌보고 자신을 희생하는 정신이 기본 바탕이 되어야 한다지만 그들도 생계를 꾸려나가는 남편이자 아내이고 한 가정의 가장인 것이다. 복지서비스의 효과성을 위해서라도 종사자 스스로가 감내해야 할 개인의 문제가 아닌 사회적 문제로 접근해야 하며, 사회복지법인시설 종사자의 역할론만을 강조하기 보다는 열악한 근무환경과 처우 개선을 통해 직무스트레스에 따른 이직의 원인규명과 정책적 대응이 필요하다.

본 연구는 자원봉사자가 인식하는 노인복지시설의 사회적 책임이 자원봉사 지속성에 미치는 영향에 대하여 조직신뢰 조절효과를 검증하였다. 연구 자료는 2013년 9월부터 12 월까지 서울, 경기권 노인복지시설의 20대 이상 성인 남녀 자원봉사자의 설문지 237부의 설문자료를 분석하였으며, 통계프로그램 SPSS 18로 조절회귀분석을 통계분석방법으로 사용하였다. 측정도구는 독립변수로 자원봉사자가 인식하는 노인복지시설의 사회적 책임, 조절변수로는 조직신뢰, 종속변수로는 자원봉사 지속성을 측정하였다. 연구결과 노인 복지시설의 사회적 책임 중 윤리적 책임과 조직신뢰의 상호작용이 조절효과가 나타나는 것으로 나타났다. 이에 따라 노인복지시설의 사회적 책임이 자원봉사 지속성을 검증한 점에서 연구의 의의가 있으며, 이상과 같은 결과를 통하여 노인복지시설에서 자원봉사자들의 지속성을 높이기 위하여 사회적 책임을 실천해야 하는 함의를 제시하였다.

In this paper, low birth rate due to aging in adramatic increase in the older population diversified modern social welfare services to meet the demand of the Ubiquitous Network approach to the introduction of social welfare through feasibility studies, modern social welfare facilities for the operation of the future direction and development of alternative to evaluate the present

The purpose of this study was to investigate the current foodservice management practices of children care social welfare facilities. Questionnaire were sent to the directors of all 275 children welfare facilities in Korea and 107 returned facilities in korea and 107 returned the complete answers. These questionnaire were answered by manager. Equipments were evaluated by investigators using the evaluation form. staffing structure revealed that most of the facilities had a director, a secretary, nurse, but only 15% of the system hired a dietitian. It showed the shortage of nurse, physical therapists, and dietitian. Therefore, food purchasing, menu planning, food delivery, and the other food service management processes are handled by non-professionals, such as director, secretary, or cooks. Food purchasing money of total budget is 10~20%. Food purchasing place in most facilities was market place. Foodstuffs were almost purchased 2~3 per weeks. 90% of the welfare facilities were used the menu. Modified food frequency questionnaire were used to get the frequencies of each food items used in menu. The results showed relatively satisfactory in food frequencies, however, this was about what was used in menu, not vat was eaten by the residents. conditions of most equipments in the kitchen were defective specially in dishwashing and sterilization step.

The following study was done to investigate foodservice management practice. Total subjects were 18 foodservices in social welfare facilities in Seoul. Among studied facilities, nine were the welfare facilities for children, five were the welfare facilities for elderly, two were the welfare facilities for a mentally and physically disabled person and the remaining two were vagabond care facilities. Methods used were mainly questionaires. These questionaires were answered by manager and interviews were also done for a same person. Equipments were evaluated by investigators using the evaluation form. The results of the study were summarized as follows. Number of cooks and assistant cooks among employee in foodservice establishment were about 2-6 persons. One dietitian is stationed in 2 places among 18 places. Food purchasing and menu plannings were mainly practiced by manager, secretary and other personnels, in more than 50% of social welfare facilities. The type of the menu in most facilities was the set menu. The period of turn over for cycle menu was a week in 50% of facilities. Seventy seven point eight percentage of the welfare facilities were used the weekly or monthly cycle. For the food preparation, there was almost no place using standard recipes. Foodstuffs were purchased in local market. Moreover, the preference test of served foods were done for residence of each facilities. But it was not applicated effectively. Conditions of most equipments in the kitchen were defective specially in dishwashing and sterilization step.