Organizational Responses to Social Policy: The Case of Welfare Reform

Yeheskel Hasenfeld

71 citations0/0 files storedAdministration in Social Work

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Public Policy and Administration Research Social Policy and Reform Studies Social Sciences and Policies

Abstract

I argue that worker-client relations and their consequences are the actual manifestation of people changing policies. A theoretical framework is presented to explain the path from the policy to its outcomes, which includes the policy design, the institutional and political economy of the local community in which the policy is implemented, the strategic choices made by the organization, the responses and adaptations of the workers, and the resulting worker-client relations and their consequences. The framework is applied to the implementation of welfare reform, demonstrating why there is an inherent disjuncture between the policy design and the actual organizational practices.

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References

2003Reconceptualizing Organizational Routines as a Source of Flexibility and Change 1993Social Construction of Target Populations: Implications for Politics and Policy 2001Research summary on the therapeutic relationship and psychotherapy outcome.1985Beyond Entitlement: The Social Obligations of Citizenship 2001Setting the Terms of Relief: Explaining State Policy Choices in the Devolution Revolution 1987In the Shadow of the Poorhouse: A Social History of Welfare in America 1973The Political Economy of Public Organizations 1989The Privatization Decision: Public Ends, Private Means

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