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Unformatted text preview: quired to help [meet] their goals in the future (DHHS 1999).
The welfare reform report card records the state's own perceptions of its success at
achieving predetermined goals. The vast majority of counties earned As and Bs on all
four goals. While this result is “good,” this success could contribute methodologically to
a reduced range problem.
For purpose of analysis, the data in these four report cards were transformed into
dichotomies; Grades of A (i.e., exceeding established goals by 110 percent) were
contrasted with the combined B, C, and Corrective Action grades in logistic regressions.
This latter combination may unfortunately include instances in which counties did indeed
achieve or even exceed their established goal. The percentage of A grades for these four
report cards indicates (1) 71 percent for the decrease in the number on welfare, (2) 46
percent for putting people to work, (3) 16 percent for staying off of welfare, and (4) 41
percent in collecting child support. This provides measures that insure that only those
successfully having obtained their goals are included in the top category. It also provides 15 some insurance with regard to concerns that these initial county goals were set too low.
Hierarchical, logistic regression analysis is used. The four outcome assessments
represented by the Work First Report Cards each serve as dependent variables. The
demographic variables are enter first (and allotted all shared variance). The strategic
human resource management practices are then entered. In terms of hypotheses, each of
the seven strategic human resource management measures should be positively associated
with the successful obtainment of the welfare reform goals addressed by the Work First
report card grades. Although the expectation is that human resource practices will matter,
they should not matter "a lot." The administrative capacity used to assist people in the
performance of tasks is, after all, only a secondary or subsidiary factor.
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- Spring '14