Performance management and evaluation / Steffen Bohni Nielsen, David E.K. Hunter, editors.

Format:

Book

Contributor:

Nielsen, Steffen Bohni.

Hunter, David E.

Series:

New directions for evaluation ; no. 137 (Spring 2013)

New directions for evaluation, 1097-6736 ; no. 137 (Spring 2013)

Language:

English

Subjects (All):

Employees--Rating of.

Employees.

Physical Description:

130 p. : ill.

Edition:

1st ed.

Place of Publication:

San Francisco : Jossey-Bass, 2013.

Language Note:

English

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: Sequential Informational Organizational Methodical Hierarchical. Several case studies discuss the uses and complementarities of evaluation and performance management in contexts including national and local governments and the work of government, philanthropic foundations, and a direct-service nonprofit agency. These cases illustrate the advantages and pitfalls in utilizing evaluative approaches within the context of performance management. This is the 137th volume of the Jossey-Bass quarterly report series New Directions for Evaluation, an official publication of the American Evaluation Association.

Contents:

Intro

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

2. Sorting the Relationships Among Performance Measurement, Program Evaluation, and Performance Management

An Abbreviated History of Program Evaluation and Performance Measurement in the United States

Program 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 Improvements

Desirable 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

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 Governance.

Conclusion

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&amp

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&amp

E Information in Government

Roles 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&amp

E in Government Departments

The National Audit Office in the M&amp

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

A More Balanced Approach Between Learning and Accountability Aspects Is Needed

M&amp

E Systems Need to Be Balanced Without an Overreliance on One Form of Knowledge Production

Organizations Need a Knowledge Strategy to Ensure Strategic Needs Are Met

Limits to Complementarity?

5. Performance Management and Evaluation in the Danish Public Employment Service

The Danish Public Employment System

The Governance of the Public Employment System

Access to Data: Building a Common Data Platform and Monitoring System

Dialogue With Stakeholders Based on Data

The Use of Evaluations to Create Evidence

Achieving Complementarities-Challenges and Solutions

Informational Complementarity.

Sequential Complementarity

Organizational Complementarity

Methodical Complementarity

Hierarchical Complementarity

Conclusion: Lessons for Complementarity?

6. The Emergence of Performance Measurement as a Complement to Evaluation Among U.S. Foundations

Performance Measurement Gains Ground

Promising Approaches and Limitations

Robert Wood Johnson Foundation

World Bank Group

Strategies for Going Forward

Concluding Themes

Performance Measurement and Evaluation-Both Are Necessary, but There Are Important Trade-Offs

All Grantees Should Be Expected to Engage in Some Level of Measurement, but Not All Grantees Need to Undertake Formal Evaluations

Foundations' Expectations About Evaluation, Measurement, and Use of Information, With Few Exceptions, Rarely Align With the Level of Support Provided to Grantees for These Activities

7. Citizen-Driven Performance Measurement: Opportunities for Evaluator Collaboration in Support of the New Governance

Citizen-Driven Performance Measurement

Emergence of Performance Measurement

Toward Citizen Engagement

Community Indicators Movement

Current Use

Integrating Community Indicators and Programmatic Performance Measures

Evaluator Contributions to Performance Measurement

Participatory Evaluation

Program Theory

System Theory

Final Reflections

8. Performance Management and Evaluation in Norwegian Local Government: Complementary or Competing Tools of Management?

Complementarities and Alternatives to Evaluation

Performance Management and Evaluation in Norwegian Local Government

Implementation

Use

Assessment

Some Final Reflections on Competition and Complementarity

References.

9. Managing for Results in the U.S. Not-for-Profit Sector: Applying Complementary Approaches of Knowledge Production at the Center for Employment Opportunities

In an Era of Scarcity

Scope of the Chapter

Evaluation and Performance Measurement and Monitoring

About the Center of Employment Opportunities

The Evolution of Performance Management in CEO

Converging Evaluation and Monitoring When Managing for Results

10. Challenges to and Forms of Complementarity Between Performance Management and Evaluation

Contexts for Performance Management

Challenges to Performance Management

Types of Complementarity

Evaluators at a Crossroads

Index.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references and index.

ISBN:

1-118-64632-0

1-299-38524-9

1-118-64651-7

OCLC:

831116914