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The purpose of this paper is to characterize performance evaluation dynamics developed in Lisbon Municipal Libraries Network (LMLN) over a two-decade period (1989-2009), using a specific model and tools of (meta-)analysis.

Based on a methodology eminently qualitative supported by a combination of research methods (literature review, construction and application of conceptual models for analysis and case study), the author examined LMLN's performance evaluation progress, focusing on the diachronic study of evaluative processes – the performance evaluation dynamics.

Between 1989 and 2009, LMLN developed four main performance evaluation dynamics. The most significant results that emerged from the examination of these dynamics relate to the following elements of the model of analysis Dynamics and Impacts of Library Performance Evaluation (DILPE): evaluation objects and methods; organization; and dissemination of results. The study also emphasized the importance of some factors to dynamics sustainability: the presence of a permanent coordination team, in the direct dependency of the head of library services, with the right competences; the existence of a culture of assessment; and the commitment of leadership with performance evaluation.

The meta-evaluative approach and particularly the focus on the long-term development of evaluative theories and practices, contributes to the enlargement of the international corpus on library performance evaluation. On the other hand, the analytical model and conceptual tools created might be useful to other researchers/practitioners willing to meta-evaluate library performance evaluation dynamics.

This paper synthesizes the extant research on the outcome effect in the accounting domain, focusing primarily on the context of performance evaluation. It reviews the current state of our knowledge about this phenomenon, including its underlying cognitive and motivational causes, the contexts in which the outcome effect is observed, the factors that influence its various manifestations, and ways in which undesirable outcome effects can be mitigated. It also considers various perspectives about the extent to which outcome effects represent undesirable judgmental bias, and whether this distinction is necessary to motivate research on this topic. The paper is intended to motivate and facilitate future research into the effects of outcome knowledge on judgment in the accounting context. Therefore, we also identify important unanswered questions and discuss opportunities for future research throughout the paper. These include additional consideration of instances in which the outcome effect is reflective of bias, how this bias can be effectively mitigated, ways in which outcome information influences judgment (regardless of whether this influence is considered normative), and how the underlying causes of the outcome effect operate singly and jointly to bring about the outcome effect. We also consider ways that future research can contribute to practice by determining how to encourage evaluators to retain and incorporate the relevant information conveyed by outcomes, while avoiding the inappropriate use of outcome information, and by enhancing external validity to increase the generalizability of experimental results to scenarios frequently encountered in practice.

Organizations often introduce performance measurement systems (PMSs) in order to evaluate the level of their performance, make comparison with competitors, and plan their future activities. Since indicators may affect the behaviour of the monitored system, the design and implementation of a PMS should always include the analysis of the impact it may exert on the organization itself. The aim of this paper is to suggest a methodology to evaluate this impact.

The proposed approach is based on an impact reference model derived from the balanced scorecard (BSC) framework. The different perspectives of the BSC are interpreted as areas of impact within an organization. Structured steps for impact evaluation are described and specific techniques of analysis are introduced.

A series of case studies, together with an analysis of advantages and disadvantages of the proposed method, are presented. Results show that, although many sets of indicators are usually able to meet the role of a PMS, they may exert a different impact on the context they are applied. The proposed methodology results to be a useful instrument for choosing the right set of indicators from the impact point of view. Finally, possible research paths to be undertaken for further developments of the proposed methodology are traced.

The application of the method is based on the assumption that managers charged with the analysis have a profound understanding of the specific contextual factors which may determine a reaction of the organization to a performance indicator or a PMS. Furthermore, at the moment, the methodology does not consider the possibility of interaction among different indicators in producing the impact.

This paper may be used to guide the selection of the most appropriate PMS from the impact point of view. The proposed methodology can be very helpful instrument for an organization involved in the design of new PMSs. It guides the decision maker through the various phases: indicators definition, analysis of their properties, impact analysis, and choice of the set with the preferable impact profile.

The issue of impact has been long debated in literature. Many articles try to analyse the operative and strategic consequences of the introduction of a PMS in an organization. This paper proposes a methodology for a more structured and objective evaluation of the impact of new PMS before introducing it in a firm. This can result in a significant help for manager who have to find the best set of indicators for the performance evaluation of their organization or have to choose between two or more sets of indicator satisfying, in principle, the same representation objective.

This study examines the impact of different Balanced Scorecard (BSC) formats (table, graph without summary measure, graph with a summary measure) on various decision outcomes: performance ratings, perceived informativeness, and decision efficiency.

Using an original case developed by the researchers, a total of 135 individuals participated in the experiment and rated the performance of carwash managers in two different scenarios: one manager excelled financially but failed to meet targets for all other three BSC perspectives and the other manager had the opposite results.

The evaluators rated managerial performance significantly lower in the graph format compared to a table presentation of the BSC. Performance ratings were significantly higher for the scenario where the manager failed to meet only financial perspective targets but exceeded targets for all other nonfinancial BSC perspectives, contrary to the usual predictions based on the financial measure bias. The evaluators reported that informativeness of the BSC was highest in the table or graph without summary measure formats, and, surprisingly, adding a summary measure to the graph format significantly reduced perceived informativeness compared to the table format. Decision efficiency was better for the graph formats (with or without summary measure) than for the table format.

Ours is the first study to compare tables, graphs with and without a summary measure in the context of managerial performance evaluations and to examine their impact on ratings, informativeness, and efficiency. We developed an original case to test the boundaries of the financial measure bias.

The purpose of this paper is to report on recent performance measurement and impact evaluation progress made in Brazil, India, Indonesia, Moldova, Turkey and Vietnam as part of the last phase of the Global Libraries Initiative.

The country reports are presented as a series of case studies, in some cases supplementing those reported earlier in this journal.

Recent country-specific survey findings are reported and some conclusions are offered.

This paper demonstrates how the adoption of a common approach to library service evaluation across several countries can strengthen research practice at country level beyond the Global Libraries Initiative itself.

This paper shares Global Libraries IPA learning at country level with people in other countries who may be contemplating public library evaluation at regional, national or local levels or who are interested in performance measurement and impact evaluation.

The paper shows how focusing on the impact of public library services on users can enhance the understanding of community requirements and inform the development of more effective services to library users and communities.

These case studies reflect concentrated impact evaluation and performance measurement work at country level across a range of countries over more than 18 years.

The purpose of this paper is to define the problem and to initiate discussion on library evaluation as significant part of institutional evidence-based management from public administration approach.

In order to fulfilling the purpose, special attention to present the concepts of valuing information, library performance evaluation, measurement, etc. is drawn, main evaluation functions are analysed. Economic aspects of information services vs intellectual ones are discussed. Consistent patterns and principles of public administration as well as possibilities of public administration influence in creation of systematic base of library performance evaluation as well as of information services impact to the user are analysed.

The paper provides insights about different aspects of information services evaluation. Results of analysis of economic aspects of information services vs intellectual ones are presented, consistent patterns and principles of public administration, possibilities of public administration influence in creation of systematic base of library performance evaluation as well as of information services impact to the user possibilities are presented.

The paper fulfills need to study how public administration could involve library evaluation as tool for evidence-based decision making.

Based on the referent cognitions theory (RCT), individuals compare their outcomes to a given reference point. The purpose of this study is to investigate the effect of centrality bias in subjective performance evaluation on two employees’ work behaviors; willingness to exert work effort and retaliation intention.

A 2  ×  2 × 2 between-subject real-effort task experiment was conducted on 162 Accounting and Management students. Centrality bias and level of task difficulty were each manipulated into two groups. Meanwhile, the level of performance was divided based on the average score of the real-effort task.

The experimental data were examined using MANOVA and PROCESS macro regression. It reveals that centrality bias negatively affects willingness to exert work effort through perceived procedural fairness and positively affects retaliation intention. These findings align with the RCT in explaining the perceived procedural fairness psychological mechanism and the work behavior resulting from an unfair evaluation procedure.

This study is the first of its kind to investigate the effect of centrality bias in subjective performance evaluation on positive and negative employee behaviors concurrently, which refers to the real-effort experimental task. The study demonstrates the significant impact of centrality bias on unwillingness to exert effort and adverse behavior.

The purpose of this paper is to explore, in literature and practice, the use of ex post impact evaluations within the public–private partnership (PPP) context and understand the major considerations for developing a PPP ex post impact evaluation method.

This paper applies exploratory research through expert interviews from Chile and Australia to describe: the relevance of this kind of evaluation, and the challenges of designing and conducting a PPP ex post evaluation.

The study confirms the lack of a formal method for evaluating the impact of a PPP project. Experts agree on the relevance of performing ex post evaluations to PPP projects and that in practice there is no formal procedure to follow. Among other challenges, experts discussed four general ex post evaluation aims: transparency and accountability, PPP legitimization, industry learning and government agency learning.

This study confirms the gap in knowledge and contributes to the developments of approaches to perform ex post impact evaluation of PPP projects. It also provides several suggestions that need to be addressed when attempting to evaluate PPPs beyond the financial and contractual parameters.

The topic is not fully addressed in the literature, and this study contributes to the initial discussion and development of this evaluation method, which is considered significant for the development of public infrastructure.

This study aims to explore the relationship between principals’ performance on the Pennsylvania Framework for Leadership evaluation tool and the corresponding self-reported degree of self-efficacy and growth mindset.

The data analysis involved linear regression of principal performance on principals’ mindset, moral leadership self-efficacy and instructional self-efficacy scores. Additionally, correlation matrices identified the presence and direction of relationships between self-efficacy levels and the degree of growth mindset reported by principals.

The results demonstrated a positive association between principals’ instructional self-efficacy reports and their overall performance evaluation. Alternatively, both growth mindset and moral leadership self-efficacy evidenced a negative association. There was no association reflected between growth mindset and either the overall self-efficacy measure or the sub-scale self-efficacy measures. A secondary relationship revealed a negative association between school performance profile and growth mindset. This relationship held true in subsequent regression analyses.

The study adds to the limited research available on examining the relationship between principals’ self-efficacy levels and their performance ratings on a common tool.

We examine how input- (vs. output-) based performance evaluation and incentive intensity impact employees’ autonomous motivation, thereby influence their proactive work behaviors.

We collected survey responses from 309 employees of different firms. Multi-group Structural Equation Modeling analyses were used to analyze the data.

Input-based evaluation had a positive effect on autonomous motivation and proactive work behaviors when task uncertainty was high, but a negative effect when it was low. Autonomous motivation had a positive effect on proactive work behaviors.

Our results on the moderating effect of task uncertainty provide insights into inconsistencies in earlier studies. Moreover, applying self-determination theory of motivation to incentive research can provide some insights into why sometimes, incentives can negatively affect performance.

The study of proactive work behaviors is important because despite their necessity in the fast-changing business environment, they are relatively unexplored in the incentive literature. Proactivity is especially important for tasks that are high in uncertainty because the exact tasks to achieve those goals are hard to specify.

We investigate the effect of performance management system on proactive work behaviors, mediated by autonomous motivation and moderated by task uncertainty.