Nonprofit Performance: Accounting for the Agency of Clients

被引：33

作者：

Benjamin, Lehn M. ^{[1
]}

Campbell, David C. ^{[2
]}

机构：

[1] Indiana Univ, Lilly Family Sch Philanthropy, Indianapolis, IN 46202 USA

[2] Univ Calif Davis, Dept Human Ecol, Davis, CA 95616 USA

来源：

NONPROFIT AND VOLUNTARY SECTOR QUARTERLY | 2015年 / 44卷 / 05期

关键词：

performance; frontline work; outcome measurement; co-determination; co-production; human services; OUTCOME MEASUREMENT; COPRODUCTION; ACCOUNTABILITY; CITIZEN; ORGANIZATIONS;

D O I：

10.1177/0899764014551987

中图分类号：

D58 [社会生活与社会问题]; C913 [社会生活与社会问题];

学科分类号：

摘要：

Performance is a key concern for nonprofits providing human services. Yet our understanding of what drives performance remains incomplete. Existing outcome measurement systems track the programmatic activities staff complete and the extent to which participants respond in programmatically intended ways. However, clients do not just receive services and respond as intended and staff do not simply complete program activities. Drawing on a data set of 47 interviews with frontline staff in eight human service nonprofits, we show how frontline staff work in a partnership with clients to set an agenda for change and achieve desired results. We call this co-determination work and argue that it represents a critical and often neglected dimension of nonprofit performance.

引用

页码：988 / 1006

页数：19

共 36 条

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