Abstract
This study empirically examines the relationship between several accountability aspects and perceived work performance in the specific context of child-welfare services in the State of Virginia. The results show mixed evidence. For example, legal and ethical accountabilities positively affect performance, but each type of accountability (formal and informal) influences the work performance of child-welfare caseworkers differently—directly or indirectly—through a compliance strategy. Hierarchical accountability and the adoption of a discretionary strategy do not affect performance, at least in this context. Accountability management appears to play a meaningful role as a mediator within the accountability-performance link.
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