Performance-based accountability: Lessons from a nonprofit human services agency

Seok-Eun Kim, Gee Weon Chang

Research output: Contribution to journalArticle

Abstract

Nonprofit agencies are required to meet diverse performance expectations from multiple stakeholders, each having specialized notions of accountability. The pressure for performance accountability prompts organizational change, development, and puts emphasis on the evaluation of achievements. This article analyzes the results of organizational change in a nonprofit human service agency to address the quandaries of nonprofit performance accountability. The results indicate that the various change interventions generally improved agency performance. However, the sustainability of improved performance is thwarted by complex accountability relationships which tend to create tension. It is claimed that overreliance on any one set of accountability relationship leaves other sets of accountability relationships vulnerable to negative organizational outcomes.

Original languageEnglish
Pages (from-to)1-11
Number of pages11
JournalInternational Review of Public Administration
Volume12
Issue number1
DOIs
StatePublished - 2007 Jul 1

Fingerprint

responsibility
performance
organizational change
stakeholder
sustainability
evaluation

Keywords

  • Nonprofit human services
  • Organizational change
  • Performance accountability

Cite this

@article{8d2b235d338b4fab881afa0f1a9c53a1,
title = "Performance-based accountability: Lessons from a nonprofit human services agency",
abstract = "Nonprofit agencies are required to meet diverse performance expectations from multiple stakeholders, each having specialized notions of accountability. The pressure for performance accountability prompts organizational change, development, and puts emphasis on the evaluation of achievements. This article analyzes the results of organizational change in a nonprofit human service agency to address the quandaries of nonprofit performance accountability. The results indicate that the various change interventions generally improved agency performance. However, the sustainability of improved performance is thwarted by complex accountability relationships which tend to create tension. It is claimed that overreliance on any one set of accountability relationship leaves other sets of accountability relationships vulnerable to negative organizational outcomes.",
keywords = "Nonprofit human services, Organizational change, Performance accountability",
author = "Seok-Eun Kim and {Weon Chang}, Gee",
year = "2007",
month = "7",
day = "1",
doi = "10.1080/12294659.2007.10805087",
language = "English",
volume = "12",
pages = "1--11",
journal = "International Review of Public Administration",
issn = "1229-4659",
number = "1",

}

Performance-based accountability : Lessons from a nonprofit human services agency. / Kim, Seok-Eun; Weon Chang, Gee.

In: International Review of Public Administration, Vol. 12, No. 1, 01.07.2007, p. 1-11.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Performance-based accountability

T2 - Lessons from a nonprofit human services agency

AU - Kim, Seok-Eun

AU - Weon Chang, Gee

PY - 2007/7/1

Y1 - 2007/7/1

N2 - Nonprofit agencies are required to meet diverse performance expectations from multiple stakeholders, each having specialized notions of accountability. The pressure for performance accountability prompts organizational change, development, and puts emphasis on the evaluation of achievements. This article analyzes the results of organizational change in a nonprofit human service agency to address the quandaries of nonprofit performance accountability. The results indicate that the various change interventions generally improved agency performance. However, the sustainability of improved performance is thwarted by complex accountability relationships which tend to create tension. It is claimed that overreliance on any one set of accountability relationship leaves other sets of accountability relationships vulnerable to negative organizational outcomes.

AB - Nonprofit agencies are required to meet diverse performance expectations from multiple stakeholders, each having specialized notions of accountability. The pressure for performance accountability prompts organizational change, development, and puts emphasis on the evaluation of achievements. This article analyzes the results of organizational change in a nonprofit human service agency to address the quandaries of nonprofit performance accountability. The results indicate that the various change interventions generally improved agency performance. However, the sustainability of improved performance is thwarted by complex accountability relationships which tend to create tension. It is claimed that overreliance on any one set of accountability relationship leaves other sets of accountability relationships vulnerable to negative organizational outcomes.

KW - Nonprofit human services

KW - Organizational change

KW - Performance accountability

UR - http://www.scopus.com/inward/record.url?scp=45749145201&partnerID=8YFLogxK

U2 - 10.1080/12294659.2007.10805087

DO - 10.1080/12294659.2007.10805087

M3 - Article

AN - SCOPUS:45749145201

VL - 12

SP - 1

EP - 11

JO - International Review of Public Administration

JF - International Review of Public Administration

SN - 1229-4659

IS - 1

ER -