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Article
Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies.
Children and Youth Services Review (2014)
  • Crystal Collins-Camargo, University of Louisville
  • Emmeline Chuang, University of California - Los Angeles
  • Bowen McBeath, Portland State University
  • Alicia C. Bunger, Ohio State University - Main Campus
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
Disciplines
Publication Date
March, 2014
DOI
10.1016/j.childyouth.2014.01.019
Citation Information
Crystal Collins-Camargo, Emmeline Chuang, Bowen McBeath and Alicia C. Bunger. "Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies." Children and Youth Services Review Vol. 38 (2014) p. 133 - 141 ISSN: 0190-7409
Available at: http://works.bepress.com/crystal-collins-camargo/21/