Do Public Neighborhood Centers Have the Capacity to Be Instruments of Change in Human Services?

Poole, Dennis L.; Colby, Ira C.

doi:10.1093/sw/47.2.142

Cited by 13 publications

(4 citation statements)

References 18 publications

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“…Human services organizations often have shifting goals in response to turbulent environments and changes in funding requirements (Hasenfeld, 1992). In this work environment, employees perform indeterminate tasks and are expected to be responsive to an often multicultural client base at the neighborhood level (Poole & Colby, 2002). Hasenfeld (1996) argued that nonprofit organizations must develop an ability to learn what works and what does not in order to survive and remain effective.…”

Section: Discussionmentioning

confidence: 99%

Is there a relationship between employee perceptions of organizational learning practices and employee performance?

Silva¹,

Tetrick²,

Slack³

et al. 2003

The Psychologist-Manager Journal

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It has been assumed that organizational learning will lead to improved organizational performance. Thus, the purpose of this study was to examine the relationship between organizational learning (OL) practices as perceived by the employee, and employ ee performance as assessed by supervisors. Measures of organi zational learning derived from Senge's (1990) conceptualization were used in a survey of 172 employees and 71 supervisors from six not-for-profit organizations. The employees worked in a variety of jobs, from receptionist to counselor. In hierarchical regression analyses, the only OL practice that predicted supervisors' ratings of employee overall job performance was individual management of mental models. The other organizational learning practices -sys tems thinking, shared vision, personal mastery, and team learning -were not predictive of overall job performance. Personal mas tery did not predict performance, perhaps due to the type of jobs the participants held. None of the organizational practices predict ed contextual performance. This may also reflect the jobs and organizations included in the study.O rganizational learning (OL) is the to learn in order to be more innovative, process of improving actions within improve their effectiveness, and ensure organizations through better knowledge their basic survival (McGill, Slocum, & and understanding (Fiol & Lyles, 1985). Lei, 1992). Thus, many organizational Companies that engage in OL encourage learning theorists assume that OL will their employees to learn, innovate, take lead to improved organizational performrisks, and question established ways of ance. However, little empirical evidence solving problems.Practitioners and exists to support this notion (Lundberg, researchers argue that organizations need 1995; Slater & Narver, 1995). In addition, 104This document is copyrighted by the American Psychological Association or one of its allied publishers. This article is intended solely for the personal use of the individual user and is not to be disseminated broadly.

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Section: Discussionmentioning

confidence: 99%

Is there a relationship between employee perceptions of organizational learning practices and employee performance?

Silva¹,

Tetrick²,

Slack³

et al. 2003

The Psychologist-Manager Journal

View full text Add to dashboard Cite

show abstract

“…The last one includes social experiments or development programs involving new ways to solve social problems through public service delivery (Jæger, 2013, pp. 435–436); for instance innovation through neighborhood centers (Poole & Colby, 2002) or community shops (Brown, 2010). This user role can be problematic for the most vulnerable users in social work, because they are not likely to participate in democratic forums such as public hearings or networks (Matthies, 2010).…”

Section: A Narrative Review Of User Involvement In Social Work Innovamentioning

confidence: 99%

User involvement in social work innovation: A systematic and narrative review

Müller

Pihl-Thingvad

2019

Journal of Social Work

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Summary This article focuses on user involvement in social work innovations in the public sector and provides an overview of how public innovation via user involvement in social work has been studied to date. Through analyses based on a systematic review combined with a narrative review of the identified literature, we offer a typology of social work innovations. The article concludes by discussing possibilities and barriers inherent in user involvement in social work and suggesting topics for future research. Findings Through a systematic review we identify the relevant literature describing different kinds of user involvement in social work innovation. In the narrative review, we analyze the literature and identify three types of innovation: user-centered innovation, co-produced innovation, and citizen-driven innovation. With empirical examples we illustrate the different types of innovation and the citizen’s role in the different innovation processes. Application The typology provides an analytic tool to differentiate types of innovation and user involvement, but it may also function as inspiration to practitioners to reflect more about the roles of users and frontline workers and to be more aware of existing barriers when designing new social initiatives in the public sector.

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“…The CEO has to assure the organizational capacity to serve the clients. The key structures identified as part of organizational capacity to serve group care youth are adequate funding (Poole & Colby, 2002), trained staff (Flood, 1994), and alignment of the organization's beliefs, policies, program/curriculum, systems, staff mindset and physical environment. There is often perfect alignment to assure organizational capacity is not sufficient to carry out effective group care programs.…”

Section: Advancing Quality In Residential Treatmentmentioning

confidence: 99%

Transformation Education: A Vehicle for Structuring Group Care Organizations to Increase Service Quality and Effectiveness

Ross¹

2008

Residential Treatment For Children & Youth

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Transformation Education, an organizational philosophy and operating system, is designed to increase service quality and effectiveness of group care through aligning its organizational structure with its purpose. This alignment is achieved through creating a culture designed to dispense transformation rather than treatment. The author presents how the roles of the CEO, executive management, program administration, supervisory, professional and direct care staff can be aligned to achieve this end. He also presents how Transformation Education creates a

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Do Public Neighborhood Centers Have the Capacity to Be Instruments of Change in Human Services?

Cited by 13 publications

References 18 publications

Is there a relationship between employee perceptions of organizational learning practices and employee performance?

Is there a relationship between employee perceptions of organizational learning practices and employee performance?

User involvement in social work innovation: A systematic and narrative review

Transformation Education: A Vehicle for Structuring Group Care Organizations to Increase Service Quality and Effectiveness

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