This article discusses the link between evaluation and performance management, drawing the audience's attention to how they are different and how they are complementary (e.g. where evaluation provides the framework to develop ‘good’ indicators, where performance data can be used for evaluation and an interdependent relationship). Having looked at some of the problems and pitfalls, the article concludes by focusing on this complementarity and argues that evaluators can and should contribute to debates about improving performance within organizations.
Get full access to this article
View all access options for this article.
References
1.
English, J. and E. Lindquist (1998) Performance Management: Linking Results to Public Debate. Ottawa.
2.
European Commission (1997) Evaluating EU Expenditure Programmes: A Guide to Ex Post and Intermediate Evaluation. Luxembourg: European Commission, January.
3.
Garvin, D. A. (1993) ‘Building a Learning Organization’, Harvard Business Review XX, July–August.
4.
Kanter, R. M. , B. A. Stein and T. D. Jick (1992) The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It.Toronto: Maxwell Macmillan Canada.
5.
McDavid, J. C. (1998) Building Organizational Capacity for Performance Measurement: Mile Posts, Toll Booths, and Construction Zones on the Yellow Brick Road.Victoria: Local Government Institute.
6.
Perrin, B. (1999) ‘Effective Use and Misuse of Performance Measurement’, American Journal of Evaluation20(1).
7.
Treasury Board of Canada (1998) Managing for Results. Ottawa: Treasury Board of Canada Secretariat.
8.
United States General Accounting Office (1998) Performance Measurement and Evaluation: Definitions and Relationships. Washington, DC: USGAO.
