Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies
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...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Collins-Camargo, Crystal [verfasserIn] |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
2014transfer abstract |
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| Umfang: |
9 |
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| Übergeordnetes Werk: |
Enthalten in: Imagining class: A study into material social class position, subjective identification, and voting behavior across Europe - D'Hooge, Lorenzo ELSEVIER, 2017, an international multidisciplinary review of the welfare of young people, Amsterdam [u.a.] |
|---|---|
| Übergeordnetes Werk: |
volume:38 ; year:2014 ; pages:133-141 ; extent:9 |
| Links: |
|---|
| DOI / URN: |
10.1016/j.childyouth.2014.01.019 |
|---|
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ELV039249115 |
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| 520 | |a 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. | ||
| 520 | |a 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. | ||
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10.1016/j.childyouth.2014.01.019 doi GBVA2014006000018.pica (DE-627)ELV039249115 (ELSEVIER)S0190-7409(14)00032-2 DE-627 ger DE-627 rakwb eng 300 300 DE-600 300 VZ 70.00 bkl 71.00 bkl Collins-Camargo, Crystal verfasserin aut Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies 2014transfer abstract 9 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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. 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. Chuang, Emmeline oth McBeath, Bowen oth Bunger, Alicia C. oth Enthalten in Elsevier Science D'Hooge, Lorenzo ELSEVIER Imagining class: A study into material social class position, subjective identification, and voting behavior across Europe 2017 an international multidisciplinary review of the welfare of young people Amsterdam [u.a.] (DE-627)ELV001580094 volume:38 year:2014 pages:133-141 extent:9 https://doi.org/10.1016/j.childyouth.2014.01.019 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U 70.00 Sozialwissenschaften allgemein: Allgemeines VZ 71.00 Soziologie: Allgemeines VZ AR 38 2014 133-141 9 045F 300 |
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10.1016/j.childyouth.2014.01.019 doi GBVA2014006000018.pica (DE-627)ELV039249115 (ELSEVIER)S0190-7409(14)00032-2 DE-627 ger DE-627 rakwb eng 300 300 DE-600 300 VZ 70.00 bkl 71.00 bkl Collins-Camargo, Crystal verfasserin aut Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies 2014transfer abstract 9 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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. 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. Chuang, Emmeline oth McBeath, Bowen oth Bunger, Alicia C. oth Enthalten in Elsevier Science D'Hooge, Lorenzo ELSEVIER Imagining class: A study into material social class position, subjective identification, and voting behavior across Europe 2017 an international multidisciplinary review of the welfare of young people Amsterdam [u.a.] (DE-627)ELV001580094 volume:38 year:2014 pages:133-141 extent:9 https://doi.org/10.1016/j.childyouth.2014.01.019 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U 70.00 Sozialwissenschaften allgemein: Allgemeines VZ 71.00 Soziologie: Allgemeines VZ AR 38 2014 133-141 9 045F 300 |
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10.1016/j.childyouth.2014.01.019 doi GBVA2014006000018.pica (DE-627)ELV039249115 (ELSEVIER)S0190-7409(14)00032-2 DE-627 ger DE-627 rakwb eng 300 300 DE-600 300 VZ 70.00 bkl 71.00 bkl Collins-Camargo, Crystal verfasserin aut Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies 2014transfer abstract 9 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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. 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. Chuang, Emmeline oth McBeath, Bowen oth Bunger, Alicia C. oth Enthalten in Elsevier Science D'Hooge, Lorenzo ELSEVIER Imagining class: A study into material social class position, subjective identification, and voting behavior across Europe 2017 an international multidisciplinary review of the welfare of young people Amsterdam [u.a.] (DE-627)ELV001580094 volume:38 year:2014 pages:133-141 extent:9 https://doi.org/10.1016/j.childyouth.2014.01.019 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U 70.00 Sozialwissenschaften allgemein: Allgemeines VZ 71.00 Soziologie: Allgemeines VZ AR 38 2014 133-141 9 045F 300 |
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10.1016/j.childyouth.2014.01.019 doi GBVA2014006000018.pica (DE-627)ELV039249115 (ELSEVIER)S0190-7409(14)00032-2 DE-627 ger DE-627 rakwb eng 300 300 DE-600 300 VZ 70.00 bkl 71.00 bkl Collins-Camargo, Crystal verfasserin aut Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies 2014transfer abstract 9 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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. 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. Chuang, Emmeline oth McBeath, Bowen oth Bunger, Alicia C. oth Enthalten in Elsevier Science D'Hooge, Lorenzo ELSEVIER Imagining class: A study into material social class position, subjective identification, and voting behavior across Europe 2017 an international multidisciplinary review of the welfare of young people Amsterdam [u.a.] (DE-627)ELV001580094 volume:38 year:2014 pages:133-141 extent:9 https://doi.org/10.1016/j.childyouth.2014.01.019 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U 70.00 Sozialwissenschaften allgemein: Allgemeines VZ 71.00 Soziologie: Allgemeines VZ AR 38 2014 133-141 9 045F 300 |
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Collins-Camargo, Crystal |
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Collins-Camargo, Crystal |
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10.1016/j.childyouth.2014.01.019 |
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private child welfare agency managers' perceptions of the effectiveness of different performance management strategies |
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Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies |
| 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. |
| abstractGer |
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. |
| abstract_unstemmed |
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. |
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| title_short |
Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies |
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Chuang, Emmeline McBeath, Bowen Bunger, Alicia C. |
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Chuang, Emmeline McBeath, Bowen Bunger, Alicia C. |
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