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Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies

Crystal Collins-Camargo, Emmeline Chuang, Bowen McBeath and Alicia C. Bunger

Children and Youth Services Review, 2014, vol. 38, issue C, 133-141

Abstract: In all states, public and private child welfare agencies partner in an effort to deliver effective and accountable services to children and families (Collins-Camargo, Ensign, & Flaherty, 2008). While anecdotal information suggests that managers in competitive markets have incentives to carefully select and implement performance management strategies (McBeath, Briggs, & Aisenberg, 2009; Smith, 2010), little is known about the effectiveness of these strategies. This paper explores managerial perceptions regarding the usefulness of three techniques for performance management: supervisory review within the human resources model; priority review within internal processes; and outcomes management within the rational goal model. Managerial perceptions of the effectiveness of these efforts are examined in relation to organizational characteristics, capacity, and interagency competition.

Keywords: Performance management; Public/private agency contracting; Organizational performance analysis; Child welfare agency (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (4)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:cysrev:v:38:y:2014:i:c:p:133-141

DOI: 10.1016/j.childyouth.2014.01.019

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