Performance Management and Evaluation: Exploring Complementarities

Abstract

For some time now, evaluators have been trying to locate their work in relation to the emergence of performance management. Although some have rejected performance management outright as conceptually weak and simplistic, others have looked for complementarities between the two approaches to generating knowledge. The authors address these concerns and identify the emergence of complementarity below the broad constructs of evaluation and performance management writ large, instead seeing it as inhering in the approaches to measurement and monitoring employed by practitioners of these disciplines, respectively. This chapter elucidates performance management and the six key elements it requires: leaders, managers, accountability systems, performance budgeting, measuring and monitoring, and evaluation. It also indicates some of the major concerns evaluators have raised regarding the validity of knowledge produced within performance‐management approaches that do not rely on evaluations. © Wiley Periodicals, Inc., and the American Evaluation Association.

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