The Adoption of Outcome Measurement in Human Service Nonprofits

Lee, Chongmyoung; Clerkin, Richard M.

doi:10.20899/jpna.3.2.111-134

Cited by 14 publications

(11 citation statements)

References 67 publications

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“…Not-for-profit (NFP) human service organisations, such as aged care, healthcare or education service providers, rely increasingly on performance measurement systems (PMS) to espouse accountability, to attain operational efficiency and to enhance service quality and client satisfaction (Alexander et al, 2010;Carnochan et al, 2014;Lee and Clerkin, 2017;Carey et al, 2019;Pfiffner, 2020). The extent to which PMS are used depends on the environments and market conditions in which the NFP organisations (NFPs) operate.…”

Section: Introductionmentioning

confidence: 99%

“…The human service market in which NFPs play a significant part has been described as increasingly competitive due to less government funding being available, coupled with more stringent funding requirements and increased reliance on fees for services (Twombly, 2003;Guo, 2006;Lee and Clerkin, 2017). In addition, client mobility (i.e., the ability of clients to switch their custom between service providers) means that NFP service providers need to constantly meet clients' changing service needs in order to retain existing clients and attract new clients (McDonald, 2007;Pfiffner, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Our emphasis on client performance is driven by the context of our fee-generating NFPs, in which meeting client expectations is crucial for organisational survival and legitimacy (Guo, 2006). Also, client performance addresses the call from recent research (e.g., Ebrahim and Rangan, 2014;Lee and Clerkin, 2017;Yang and Northcott, 2018) to examine the 'outcomes' of NFPs' activities, where 'outcomes' refer to the effects of those activities on the lives and conditions of NFPs' clients (Yang and Northcott, 2018). Taking this client focus, our measure of client performance includes client-related outcomes, such as client satisfaction and retention and fulfilment of social mission.…”

Section: Introductionmentioning

confidence: 99%

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Performance measurement systems and client performance in fee‐generating not‐for‐profit human service organisations

Harrison

Jiao

Chen

2021

Accounting & Finance

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We use survey and archival data from 271 fee-generating not-for-profit human service organisations in Australia to examine how the use of performance measurement systems affects those organisations' client performance. Using Simons' levers of control, we find that interactive and diagnostic uses of performance measurement systems are positively related to client performance. We also find beliefs control to positively moderate the relation between diagnostic use of performance measurement systems and client performance, and boundary control to negatively moderate the relation between interactive use of performance measurement systems and client performance. The findings have implications for research and practice.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Performance measurement systems and client performance in fee‐generating not‐for‐profit human service organisations

Harrison

Jiao

Chen

2021

Accounting & Finance

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“…It is more common in nonprofits to measure outputs vs outcomes. Outputs can be measured by examining areas such as number of events provided or number of people attending, whereas outcomes are designed to measure change such as change in behavior or skills based on the outreach experience (Lee & Clerkin, 2017). Short term options for evaluation may include observations of outreach personnel/volunteers and audience interaction or debriefings with outreach personnel/volunteers (Cheney & Merwin, 1996).…”

Section: Understanding Outreachmentioning

confidence: 99%

Untitled

2016

CARi

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The purpose of this research is to examine aviation outreach programs to identify best practices and areas for improvement in the endeavor to recruit youth to the aviation industry. The research includes creation of a model of aviation outreach and development and application of an aviation outreach gap analysis design. Three programs are analyzed, Women in Aviation Girls in Aviation Day, Experimental Aviation Association Young Eagles, and Aircraft Owners and Pilots Association High School Aviation Initiative. Each program takes a unique approach to recruiting youth and the strengths and weaknesses, based on the aviation outreach model, are discussed. Results of the research reveal that each of the three outreach programs should be considered a best practice. Recommendations for aviation outreach are provided with emphasis on increased attention to outcome measures. This research contributes a new method to assess outreach programs, a critical task in the effort to create solutions to the global aviation workforce challenges.One of the most pressing issues facing the aviation community is the need to address the growing shortage of qualified personnel throughout the industry. The industry is facing shortages in many areas and it is a global concern. Outreach programs will play a vital role in the ability to fill the workforce pipeline with qualified professionals in the industry. Many aviation organizations, including large nonprofit organizations, have developed programs to try to introduce youth to opportunities in the aviation industry. The purpose of this research is to develop a model of aviation outreach program delivery and to analyze programs to identify best practices and determine areas for improvement. Aviation Global Workforce ShortagesAviation is facing global shortages of qualified personnel in many key areas of the industry. According to the Boeing Pilot and Technician Outlook, global demand is high for technicians, cabin crew, and pilots. Between 2017 and 2016, the global aviation industry will require 648,000 new airline technicians, 839,000 new cabin crew members, and 637,000 new commercial airline pilots (Boeing, 2017). The regions with greatest demand are Asia, followed by North America and Europe (Boeing, 2017). In 2011, the International Civil Aviation Organization (ICAO) published a 20-year forecast to examine the global needs for pilots, technicians, and air traffic controllers. The ICAO forecast a shortage in all three areas of aviation and again noted North America, Asia, and Europe as the most effected regions (ICAO, 2011). Shortages are expected as demand for air transport continues to rise. The International Air Transport Association (IATA) in their most recent forecast, predicted a near doubling of passengers in the next twenty years, leading to 7.8 billion passengers traveling in 2036 compared to 4 billion in 2017 (IATA, 2017). The forecast also supports the growth in the Asia market

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“…In this issue we have published four research articles that span the range of public affairs. In the first piece, Lee and Clerkin (2017) looks at why nonprofit organizations adopt outcome measures. Using a survey of 263 human service nonprofits, they find that nonprofits are more likely to adopt measures when they are more risk-taking, influences by institutional pressures, and have more human resource and political capabilities.…”

mentioning

confidence: 99%