Performance Management and Evaluation : New Directions for Evaluation.

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...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Nielsen, Steffen Bohni
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York : Wiley, 2013.
Colección:J-B PE Single Issue (Program) Evaluation.
Temas:
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Acceso en línea:Texto completo

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505 0 |a 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. 
505 8 |a 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. 
505 8 |a 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. 
505 8 |a 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. 
505 8 |a 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. 
500 |a A More Balanced Approach Between Learning and Accountability Aspects Is Needed. 
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