The role of evaluation in increasing the usefulness of employee involvement programs

Leonard, Edwin C.; Miller, Michael J.

doi:10.1016/0886-1633(92)90019-8

Cited by 3 publications

(2 citation statements)

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“…A number of authors have focused on organizational leadership as a key factor in the successful implementation of ECB initiatives (Goh & Richards, 1997;Goh, 2003;King, 2002;Milstein et al, 2002). According to the literature reviewed, senior managers must make evaluative inquiry a priority and become advocates for learning in the organization (Gibbs et al, 2002;Goh, 2003;Leonard & Miller, 1992;Preskill et al, 2003).…”

Section: Organizational Factors Contributing To the Success Of Ecbmentioning

confidence: 99%

“…Senior managers must make evaluative inquiry a priority by allowing staff the flexibility required to participate in ECB activities while fostering a climate of risk-taking and experimentation within the organization. They must also be advocates for learning in the organization, and they must support and reward participation in evaluation work and in the implementation of evaluation results (Gibbs et al, 2002;Goh, 2003;Leonard & Miller, 1992;Preskill et al, 2003). It is also critical that organizational leaders understand the time frame required to establish evaluation capacity and that they develop and implement a clear strategy to accomplish this (Boyle et al, 1999;Milstein et al, 2002).…”

Section: Organizational Leadershipmentioning

confidence: 99%

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Understanding Dimensions of Organizational Evaluation Capacity

Bourgeois

Cousins

2013

American Journal of Evaluation

112

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Organizational evaluation capacity building has been a topic of increasing interest in recent years. However, the actual dimensions of evaluation capacity have not been clearly articulated through empirical research. This study sought to address this gap by identifying the key dimensions of evaluation capacity in Canadian federal government organizations. The methodology used, based on Leithwood and Montgomery’s Innovation Profile approach, featured semistructured interviews with evaluation experts and a validating exercise conducted in four government organizations. The framework developed as a result of the study identifies six main dimensions of evaluation capacity (human resources, organizational resources, evaluation planning and activities, evaluation literacy, organizational decision making, and learning benefits), each one broken down into further subdimensions. The evaluation capacity of organizations on each of these dimensions and subdimensions can be described using four levels: low, developing, intermediate, and exemplary. The study found that government organizations vary in terms of their capacity from one dimension to the next, and indeed, from one subdimension to the next.

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