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:SequentialInformationalOrganizationalMethodicalHierarchical.
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.
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