000			01617nam a2200193Ia 4500
008			181130s2018 xx 000 0 und d
100			_aKroll, Alexander
245			_aThe design and practice of integrating evidence: _bconnecting performance management with program evaluation
260			_c2018
300			_ap.183-194.
504			_dMar/Apr
520			_aIn 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.
650			_aPersonnel, Public - Service rating
650			_aPerformance management
650			_aProgramme evaluation
700			_aMoynihan, Donald P.
773			_aPublic Administration Review
906			_aPerformance management
999			_c506914 _d506914