ABSTRACT
This paper focuses on linking worker performance (job satisfaction) with organizational performance (client outcomes). It is a classic human services management issue: Workers complain that managers are only interested in productivity and efficiency; managers complain that workers ignore the problem created by limited resources, which reduce effectiveness in achieving client change. The process of blending worker performance with organizational performance is a very delicate one. On the one hand, it holds the key for mutual enhancement of organizational performance measured in terms of effectiveness (client outcomes) and staff morale (work satisfaction). But on the other hand, it has the potential for an ever present conflict in human services organizations between workers oriented toward personal-professional goals and managers oriented toward organizational goals. The human services manager consistently has to deal simultaneously with a large number of equally viable, but opposing, value tensions. This is very apparent in managing people when it is necessary to blend and link two sets of goals that are not necessarily congruent: organizational performance goals and the worker's personal and performance goals.
