| Summary: | 碩士 === 國立臺灣大學 === 社會工作學研究所 === 102 === Clubhouse model believes that no matter how severe their symptom is, people challenged with mental health concerns all have capacity to contribute. That’s why who joined the clubhouse would be called "members" rather than "students". On the work-ordered day, members collaborate with staffs to accomplish tasks, they are not only services users, but also providers. Thus, members gradually get rid of the “sick role” through participating work-ordered day. Beside work-ordered day, I was curious about how clubhouse helped their members get free from the “sick role” to become employees in the community.
Transitional Employment is an unique form of employment services for clubhouse, thus, three research questions were proposed as follows: First, what is transitional employment? Second, how is it like for members to experience in the transitional employment? Third, for the clubhouse community, what is the implication of transitional employment? I adopted the qualitative research paradigm, and used participant observation as well as in-depth interview to collect data. I have participated in the Eden clubhouse’s work-ordered day, employment dinners, and the transitional employment workplace in the hospital for 15 months since 2012. Beside two supervisors, one guest supervisor, and five staffs, there are eight members who had used transitional employment as effective samples are obtained.
Three research findings emerged as follows: “Flexible entrance and exit: the content of transitional employment”, “ Try success: experience of the members”, and “Establish community for people challenged with mental health concerns: the implication of transitional employment for clubhouse”. It was found that transitional employment indeed granted members with positive experiences. However, being confined by external resources disfavoring the development of clubhouse model, transitional employment has not been adequately supported. Therefore, the community for people challenged with mental health concerns could not be well established. I further discussed how employment services might respond to the need of their members. To avoid being as a tool to reproduce qualified citizens, which clubhouse as a social movement should always reflect on this issue. Finally, a few recommendations were made: “restructure hospital delivery working content”, “shorten the distance from the workplace”, “assume a full-time position responsible for the employment service development”, “transitional employment should go side by side with work-ordered day”, “seek supports from the head-quarter”. It was concluded, from the policy perspective, that only closed collaboration among three government departments can bring clubhouse model into a full play.
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