The design and practice of integrating evidence: connecting performance management with program evaluation
By: Kroll, Alexander.
Contributor(s): Moynihan, Donald P.
Material type:
BookPublisher: 2018Description: p.183-194.Subject(s): Personnel, Public - Service rating | Performance management | Programme evaluation
In:
Public Administration ReviewSummary: In recent decades, governments have invested in the creation of two forms of knowledge production about government performance:�program evaluations and performance management. Prior research has noted tensions between these two approaches and the potential for complementarities when they are aligned. This article offers empirical evidence on how program evaluations connect with performance management in the U.S. federal government in 2000 and 2013. In the later time period, there is an interactive effect between the two approaches, which, the authors argue, reflects deliberate efforts by the George W. Bush and Barack Obama administrations to build closer connections between program evaluation and performance management. Drawing on the 2013 data, the authors offer evidence that how evaluations are implemented matters and that evaluations facilitate performance information use by reducing the causal uncertainty that managers face as they try to make sense of what performance data mean. - Reproduced.
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Articles
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Indian Institute of Public Administration | 78(2), Mar/Apr, 2018: p.183-194. | Available | AR118709 |
Mar/Apr
In recent decades, governments have invested in the creation of two forms of knowledge production about government performance:�program evaluations and performance management. Prior research has noted tensions between these two approaches and the potential for complementarities when they are aligned. This article offers empirical evidence on how program evaluations connect with performance management in the U.S. federal government in 2000 and 2013. In the later time period, there is an interactive effect between the two approaches, which, the authors argue, reflects deliberate efforts by the George W. Bush and Barack Obama administrations to build closer connections between program evaluation and performance management. Drawing on the 2013 data, the authors offer evidence that how evaluations are implemented matters and that evaluations facilitate performance information use by reducing the causal uncertainty that managers face as they try to make sense of what performance data mean. - Reproduced.
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