ABSTRACT
Organizational performance has been an issue in the human services for over a decade (Glisson & Martin, 1980; Austin & Hasenfeld, 1985). In social welfare organizations (SWOs), performance encompasses a multitude of activities and criteria, some of which involve service effectiveness (Patti, 1985), and identifying good versus poor performance is a difficult task. The multiple constituencies nature of welfare organizations (Martin, 1980a; 1980b) means that performance must be defined broadly enough to include the competing interests, activities, and goals of individuals and groups both inside and outside the organization's boundary. Additionally, it must include organizational well-being as well as service effectiveness (Meyer & Rowan, 1977).
