Adaptive Strategies of Nonprofit Human Service Organizations in an Era of Devolution and New Public Management

2000 ◽  
Vol 10 (3) ◽  
pp. 287-303 ◽  
Author(s):  
Jennifer Alexander
Keyword(s):  
Human Service ◽  
Public Management ◽  
New Public Management ◽  
Adaptive Strategies ◽  
Human Service Organizations ◽  
Service Organizations ◽  
New Public ◽  
Nonprofit Human Service Organizations

scholarly journals Leadership Support of Supervision in Social Work Practice

2015 ◽  
Vol 32 (1-2) ◽  
pp. 151-165 ◽  
Author(s):  
Rosemary Vito
Keyword(s):  
Social Work ◽  
Social Workers ◽  
Human Service ◽  
Public Management ◽  
New Public Management ◽  
Work Practice ◽  
Human Service Organizations ◽  
Social Work Practice ◽  
Service Organizations ◽  
Leadership Support

This article discusses research findings that highlight the importance of leadership support of supervision for social workers in human service organizations. While supervision is considered a cornerstone of social work practice, whether and how such supervision is supported by human service leaders is not adequately analyzed. Using qualitative research data from interviews with supervisors and managers in southern Ontario, this article presents the vital role social work leaders play in supporting supervision by modelling values, and creating a safe organizational culture. The challenges of providing this support are also discussed in the current context of new public management. The article concludes with a series of recommendations, including: prioritizing supervision to promote organizational learning, organizational restructuring to reduce power differentials, modelling social work values to create a safe learning culture, and supporting supervisory and leadership training for social workers. Findings may be of interest to social workers who are leading, supervising, teaching or practicing in human service organizations.

scholarly journals Final Lines of Defense: Explaining Policy Advocacy by Immigrant-Serving Organizations

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Maria Apolonia Calderon ◽  
Daniel E. Chand ◽  
Daniel P. Hawes
Keyword(s):  
Human Service ◽  
Nationwide Survey ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Policy Advocacy ◽  
Law Enforcement Agencies ◽  
Chief Executives ◽  
Local Law Enforcement ◽  
Nonprofit Human Service Organizations ◽  
Nonprofit Advocacy

Abstract Nonprofit scholars have developed a rich literature on nonprofit advocacy. While the literature is rich, however, gaps remain in our collective knowledge, especially regarding specific sectors of nonprofit human service organizations. Here, we apply existing theory on advocacy by human service organizations to an important subset of the nonprofit community, that being immigrant-serving organizations (ISOs). Most prior research on nonprofit advocacy has not focused on politically polarized issues, such as contemporary immigration policy. Using a nationwide survey of ISOs, we find that unlike other types of human service organizations, the majority of ISOs do engage in at least some forms of policy advocacy. However, those that report using the H-election status on their Form 990s are significantly more likely to engage in advocacy and do so to a wide variety of policymakers, including legislators, chief executives, and even local law enforcement agencies. H-election groups are also more likely to perceive their advocacy activities as effective. These findings add to the evolving knowledge on when and how human service groups seek policy change for marginalized groups.

HRM and the New Public Management

2009 ◽  
Author(s):  
Stephen Bach ◽  
Ian Kessler
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Service Organizations ◽  
Limited Attention ◽  
Employment Relations ◽  
The Public ◽  
Public Service Organizations ◽  
New Public

As human resource management (HRM) has developed as a field of study, the attention paid to public sector employment relations has been relatively limited. The preoccupation with the link between HR practice and corporate performance has been less applicable to public service organizations that are answerable to a range of stakeholders and in which HR policy has been geared to ensuring political accountability. There has been a recognition that the public sector confronts fiscal and political pressures that are altering HR practice. However, this observation has rarely been backed up by a sustained focus on people management in the public sector. This limited attention arises from characteristics of the sector. Defining the public sector is not straightforward because there are differences between countries in terms of the size, scope, and role of the sector.

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