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Performance Management and Evaluation : New Directions for Evaluation.

Author: Steffen Bohni Nielsen
Publisher: New York : Wiley, 2013.
Series: J-B PE Single Issue (Program) Evaluation.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
This issue focuses on connections between performance management and evaluation, a contentious topic at the moment. It does so by placing evaluation and monitoring under the overarching concept of performance management, and then by investigating five complementarities between performance monitoring and measurement on the one hand, and evaluation on the other. These complementarities are:  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Nielsen, Steffen Bohni.
Performance Management and Evaluation : New Directions for Evaluation.
New York : Wiley, ©2013
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Steffen Bohni Nielsen
ISBN: 9781118646519 1118646517
OCLC Number: 831116914
Notes: A More Balanced Approach Between Learning and Accountability Aspects Is Needed.
Description: 1 online resource (138 pages).
Contents: Performance Management and Evaluation; Copyright; Contents; Statement of the Editor-In-Chief; Editors' Notes; Contributions to This Issue; References; 1. Performance Management and Evaluation: Exploring Complementarities; Addressing Two Critiques of Performance Management as a Means of Knowledge Production; Measurement; Attribution; What Is Performance Management?; Performance Leadership; Management Structure; Information and Knowledge Production; References; 2. Sorting the Relationships Among Performance Measurement, Program Evaluation, and Performance Management. An Abbreviated History of Program Evaluation and Performance Measurement in the United StatesProgram Evaluation; Performance Measurement; The Relationship Between Program Evaluation and Performance Measurement; Advantages and Disadvantages of Each Process; Identifying Attribution; Coverage of Agency Programs; Depth of Information Provided; Link to Program Costs; Timeliness of Information; Measurement Cost and Resource Requirements; Data Quality; Feasibility for Small Organizations; Complementary Elements Between Program Evaluation and Performance Measurement; Desirable Improvements. Desirable Performance-Measurement System ImprovementsDesirable Program-Evaluation Improvements; Future Directions: (1) Using Data to Examine Future Options and (2) Considering Program Costs as Well as Effectiveness; Some Reflections on the Interrelationship Between Performance Management, Measurement, and Program Evaluation; References; 3. Transforming Silo-Steering Into a Performance Governance System: The Case of the Finnish Central Government; Emergence and Structure of the Finnish Performance-Management System; Reforms; Design; Performance Evaluation. Toward Evidence-Based Performance GovernanceConclusion; References; 4. Rethinking the Relationship Among Monitoring, Evaluation, and Results-Based Management: Observations From Canada; Evolution of Monitoring and Evaluation in Canada; Organization and Institutional Arrangements for M & E in the Canadian System; Internal Evaluation Units in Most Federal Departments, With Central Leadership; An Emphasis on Both Monitoring and Evaluation; A Well-Defined Foundation Setting the Rules and Expectations for Performance Measurement and Evaluation. Formal Requirements for Using M & E Information in GovernmentRoles and Responsibilities of the Key Actors; Centre of Excellence for Evaluation (CEE): The Government's Evaluation Policy Centre; TBS Policy Centre for Performance Monitoring and Reporting; Organization of M & E in Government Departments; The National Audit Office in the M & E System; Finding the Right Balance Between the Learning and Accountability; Complementarity Between Monitoring and Evaluation-Moving From Theory to Reality; How Has E Supported M?; How Does M Support E?; Rethinking the Relationship Among M, E, and RBM.
Series Title: J-B PE Single Issue (Program) Evaluation.

Abstract:

This issue focuses on connections between performance management and evaluation, a contentious topic at the moment. It does so by placing evaluation and monitoring under the overarching concept of performance management, and then by investigating five complementarities between performance monitoring and measurement on the one hand, and evaluation on the other. These complementarities are: SequentialInformationalOrganizationalMethodicalHierarchical. Several case studies discuss the uses and complementarities of evaluation and perform.

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