For-Profit Welfare
Contracts, Conflicts, and the Performance Paradox
Datos Bibliográficos
| ID | 6294635 |
|---|---|
| Autores | J J Dias, Joseph Dias (0000-0001-5360-4543, University of Michigan), Steven Maynard‐moody (University of Kansas), Maynard-Moody, S Maynard-Moody |
| Año | 2006 |
| Volumen | 17 |
| Número | 2 |
| Páginas | 189-211 |
| Fecha de publicación | 2006-06-07 |
| Peer Reviewed | Sí |
| Open Access | No |
| Tipo | ARTICLE |
| Revista | Journal of Public Administration Research and Theory (JOURNAL) |
| Identificadores de la revista | ISSN: 1053-1858 • E-ISSN: 1477-9803 |
| Editorial | Oxford University Press (OUP) (PUBLISHER) |
| DOI | 10.1093/jopart/mul002 |
| OpenAlex | W2007355931 |
| Idioma | EN |
| Citas recibidas | 95 |
| Referencias citadas | 8 |
This article examines how financial inducements in performance contracts shape the inner workings of a for-profit welfare-to-work training program serving long-term recipients. Our work pays particular attention to how contract requirements shape relationships between manager and line staff and their treatment of clients. We argue that contract design, coupled with bottom-level management efforts to meet contractual obligations, leads to a performance paradox—the same actions taken to achieve contractual results ironically produce negative program practice and poor client outcomes. Thus, rigidly constructed legal agreements between the government and private service providers can distort incentive structures, causing programmatic conflicts between management and staff, and do little to reduce long-term welfare use and diminish recipients' poverty
Business · Contract management · Economic growth · Economics · Government (linguistics · Incentive · Market economy · Microeconomics · Political science · Poverty · Profit (economics · Public economics · Public relations · Service (business · Service provider · Welfare · Work (physics · Gender, Labor, and Family Dynamics · Labor Movements and Unions · Nonprofit Sector and Volunteering · Marketing
Street-Level Organizational Theory
Policy Accumulation and the Democratic Responsiveness Trap
Discretion in the Welfare State
An empirical conceptualization of front line enablement by performance management
The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement
De la « vocation » à prendre soin au joug de la performance
Meeting the numbers
Critical Poverty Knowledge
Intervenir sans s’investir
Fairness Perception, Administrative Burden, and Social Welfare Participation
The Speech of Services Procurement
Making Sense of Performance Regimes
A Framework for Assessing Accountability in Collaborative Governance
The Politics Measurement Makes
Neo-liberal poverty governance
The Category Game and its Impact on Street-Level Bureaucrats and Jobseekers
Some Useful Sources
Some Useful Sources
Torn between state and market
When hidden politics become visible
Coping with political interference and resource scarcity
Coping During Public Service Delivery
Between breaking and restoring boundaries
The performance of performance-based contracting in public outsourcing
Performance measurement as policy rhetoric
Practitioner Niches in the (Penal) Voluntary Sector
Doing good motherhood
Incentives and their dynamics in public sector performance management systems
Implementing Full and Partial Work Sanctions
Dilemma in Providing Human Services Under Transactional Contracting
Citizen‐agency versus state‐agency at the frontline in prisons and probation services
An empirical typology of private child and family serving agencies
Quasi‐markets and the Delivery of Activation – A Frontline Perspective
Frontline social service as a battlefield
Making welfare conditional
The Public Accountability of Privatized Activation – The Case of I srael
What's in a Frame? How Professionals Assess Clients in D utch Work Reintegration Practice
Performance Management, Caseloads and the Frontline Provision of Social Services
Between Activation and Supporting Women – Alternative Operation of Welfare‐to‐work Programmes
Intermediary Attributes, Regulatee Experiences, and Perceived Expertise in Third-Party Regulation
Walking on Thin Ice
Control Versus Administrative Discretion in Negotiating Voluntary P4P Networks
Banks as Racialized and Gendered Organizations
Re‐Bureaucratizing Welfare Administration
Devolution, Discretion, and the Effect of Local Political Values on Tanf Sanctioning
When the Clients Can Choose
Serving Clients When the Server Crashes
Negotiated compliance at the street level
Anticipated administrative burdens
Is Output Performance All About the Resources? A Fuzzy‐set Qualitative Comparative Analysis of Street‐level Bureaucrats in Switzerland
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Personalization and Street‐level Practice in Activation
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Program Barriers and Challenges to Self-Sufficiency
Street-level bureaucracy and Co-creation
Role perceptions and attitudes toward discretion at a decentralized regulatory frontline
Monitoring across Sectors
Varieties of welfare markets from a street‐level perspective
Incentives in Third‐Party Governance
Capital, administrative burden, and welfare participation
Regulating Public Services
Can Performance Management Best Practices Help Reduce Crime
Policy Feedback and the Politics of Administration
Reflections on Street‐Level Bureaucracy
Third-Party Governance and Performance Measurement
Reducing Compliance Demands in Government Benefit Programs Improves the Psychological Well-Being of Target Group Members
Administrative Burden
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The Big Question for Performance Management
Who Is in Charge? The Provision of Informal Personal Resources at the Street Level
Performance Regimes Amidst Governance Complexity
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Honor List” and “Shame Roll
A Behavioral Model of Public Organizations
A Little Less Conversation, a Little More Action
The Necessity of Discretion
The Organization of Discipline
Race and Gender Bias in Three Administrative Contexts
Discrimination and Administrative Burden in Public Service Markets
The Psychological Costs of Citizen Coproduction
Public Service Sector
They Are Underpaid and Understaffed
Serving many masters
Prosocial Values and Performance Management Theory
Signing Globally, Implementing Locally
Municipal performance management during the covid pandemic
The Logics of Hybrid Accountability
Deciding to Discipline
Policy implementation through performance measurement
Quand les associations font office de street-level bureaucracy. Le travail quotidien en faveur de l'accès au droit au logement opposable
Low-income mothers in an Israeli welfare-to-work program
Activation Work
| Obras citantes distintas | 95 |
|---|---|
| Citas por año | 5 |
| Intervalo de citas | 2007 - 2026 (20) |
| Velocidad de citación | current |
| Altamente citado | No |
| Tipos de cita | Neutras: 95 |