240x Filetype PPT File size 0.16 MB Source: www.oecd.org
Issues for debate • Implications of the use of evaluation as a management tool • Changing evaluation "objects". –systems and policies, –programmes, –research 'collectives', –individuals and –institutions. Evaluation as a management tool • Characterizing evaluation activities - objects - aims - approaches - articulation with decision making processes • Different objects (Chabbal's terminology (1987)) – Actors: individuals & research collectives, – Operators: institutions, procedures, programmes and agencies/services, Policies Evaluation objects: changing focus • From the beginning: actors at the core of the process Researchers and research teams, research results and projects Organizing the Peer review process • OECD and the evaluation of national systems Peer reviews and indicators • The eighties and the focus on research operators Programmes at the core of new methodological developments • The nineties (1) and the fashion of privatisation Focusing on the performance of research institutions • The nineties (2) up to … : the fashion of 'excellence' and the growing between multiple missions and one sided criteria of performance Evaluation as a management tool • Different aims 1- Audits Objective: compliance to pre-established rules, often administrative. Main effect: sanctions. 2- Assessment of Performance Problems: measures, differentiating outputs from outcomes. Approaches: "Summative"/"ex-post". Effects: hierarchy/positioning, gratifications/ rewards. 3- Relevance of action/activities Objective: the adequate "implementation structures". Approach: "pro-active" (focusing on the definition of future action). Effects: changes/adaptations in the course of action 4- Appropriateness (overall strategy) Objective: discussing the aims (against the changing environment) and/or their translation into goals and objectives. Effects: redefinition of the action and of its course. Evaluation as a management tool • Approaches to evaluation - evaluation process versus tools mobilized - "characterization" (of a situation) versus "judgment" - relations between approaches and couples "object/aim" --> typical articulations • The articulation with decision making processes - 2 different approaches: support to the “boss” or as a means for collective learning. - 4 major constraints --> - Timing ---> to feed back in the decision making process - Relevance ---> to address issues at stake - Robustness---> to resist critics from evaluees - Credibility ---> to be taken up by stakeholders & decision makers
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