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Since the present university leading cadre capability evaluations are mainly static, there is a lack of evaluation methods to address dynamic and multi‐scale‐based situations. Some important factors to address people's performances, such as the developing trends and potentialities are considered. The purpose of this paper is to attempt to propose a dynamic evaluation model based on multivariate delay connection number.

First, evaluation results of previous periods are taken into the current period and values of uncertain numbers are revised. Next, a dynamic evaluation model is built for university leading cadre. Last, a numerical example is used to prove its feasibility and effectiveness.

This paper promotes a corrected equal portion value method of uncertain numbers i1(τ), … ,in(τ) from the adjacent two periods to multi periods, and builds a dynamic evaluation model, which proved simple‐structured and easy to apply.

The new model is applied in the evaluation of university leading cadre, and could give a more comprehensive, dynamic, scientific analysis for evaluation by model application.

The paper develops a novel evaluation model based on a multivariate delay connection number, which expands traditional methods from a static situation to a dynamic and multi‐scale‐based situation.

The evaluation of maintenance tenders is a task that involves not only consideration of the prices offered, but the financial and technical expertise of the tenderers as well. The evaluations can be highly complicated and lengthy when dealing with large projects and numerous tenderers. Presents an evaluation methodology in the form of a tabular procedure to be used by the evaluators of maintenance contracts. Develops seven tables to provide quantitative values for the submitted tenders. The first five tables are designed to evaluate the technical efficiency of the tenderers, while the sixth table is designed for the final evaluation including prices. In the first table, the tender compliance as per the requirement of the tender document is evaluated. Uses the second table to evaluate the support and maintenance plan. The third table presents an evaluation of the experience and the financial status of the tenderer. The fourth and fifth tables are used to evaluate the tenderer’s staffing proposal and how it is related to the requirements of the project. The sixth table summarizes the evaluation of the previous four tables for each evaluator. The seventh table illustrates the final evaluation of each tenderer, and hence a decision could be made. By adding the average technical score of each tenderer to his price score, the evaluator can easily rate each tenderer’s ability to carry out the work rather than depending only on price, which might not always mean a good choice.

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.

Introduces a method of food sensory evaluation employing artificial neural networks. The process of food sensory evaluation can be viewed as a multi‐input and multi‐output (MIMO) system in which food composition serves as the input and human food evaluation as the output. It has proved to be very difficult to establish a mathematical model of this system; however, a series of samples have been obtained through experiments, each of which comprises input and output data. On the basis of these sample data, applies the back‐propagation algorithm (BP algorithm) to “train” a three‐layer feed‐forward network. The result is a neural network that can successfully imitate the food sensory evaluation of the evaluation panel. This method can also be applied in other fields such as food composition optimizing, new product development and market evaluation and investigation.

Performance measurement and programme evaluation have been promoted as a central mechanism of recent Australian public sector (APS) reform. Outlines recent reforms in the APS and identifies links between evaluation and performance information. Identifies the major issue of credibility, when performance information is produced internally and not verified externally. A lack of performance systems and standards can create difficulties for both internal and external programme evaluations. Concludes that: reforms introduced to evaluate performance in the APS were promoted with high expectations which have only partially been fulfilled; the present system is internally focused with a narrow role for evaluation and a lack of credibility because of the independence issue; the present systems associated with the performance approach and its evaluation are not providing enough information to deal with the tough questions of the effectiveness of government programmes. Proposes that a middle ground between internal and external programme evaluation strategies be adopted. This allows the strengths of internal evaluation to be retained. At the same time, it allows the possibility of improving programme evaluation by adding external independent verification and an extended effectiveness role.

Constructing livable eco-civilized cities has become one of the important tasks of the reasonable planning of urban development. The construction of an ecological city aims to achieve the harmonious coexistence of society, resource, and environment. However, the current evaluation method system of an ecological building encounters problems from a defective evaluation index. Hence, a relatively perfect evaluation index system is built. First, the analytic network process (ANP) is combined with the existing standards online. Then, a rapid calculation of the index weight is performed using Super Decisions software. Based on the needs of complicated problems, the classical TOPSIS model algorithm is improved by introducing the weight coefficient; this improved TOPSIS algorithm is then taken as the core to build a whole set of comprehensive evaluation method system for ecological buildings. The ecological urban agglomeration in Qinling Mountains of Xi’an is used in this study as the example to perform verification in practice. Contrastive analysis is performed on the evaluation results of the new and old buildings using this method system; the results indicate that the ecological effect of the buildings in the new area is much better than that of buildings in the old area. These results are mostly consistent with the evaluation results given by the expert group. Thus, the comprehensive evaluation system proposed in this article is reliable, and effective, as well as practical to some extent. This method can be used in a wider range of building evaluation and further improved in future studies.

The feasibility of using job evaluation procedures to establish non‐biased pay structure is a central issue in the debate over comparable worth. Results of two investigations indicate that even under carefully controlled conditions job evaluation results are highly susceptible to random and systematic errors on the part of the evaluators, and are apt to vary significantly from the concept of worth underlying the evaluation plan. The choice of evaluation instruments or scoring procedure can also have a major impact on results. Thus, the feasibility of using job evaluation results as the governing criterion of the relative worth of jobs is highly questionable.

In this paper we first discuss the wide variety of possible scenarios in which an evaluation may be carried out. On this basis, an attempt is made to pick out some general characteristics relevant to the design of evaluations and the search for a general framework for evaluation methodologies is motivated. Some resources for use in data collection for evaluation purposes are briefly described and discussed, and the work of the EEC EAGLES Evaluation and Assessment Group is summarized.

what is ‘evaluation’ anyway? THEORY IS HEAVILY PUNCTUATED BY DEFINITIONS, WHICH contribute to the impression of dreariness which generally surrounds theoretical writings. Undeniably, definitions have a useful function. They are tools which can help refine and clarify concepts; they provide a negotiable basis of understanding, an exchange rate between those people for whom concepts are currency. But tools can be misused. On the negative side, definitions provide a wonderful excuse for retreating comfortably into semantic argument and avoiding the messy business of doing any real work in the field.

One of the hallmarks of a leading‐edge organization – be it public or private sector – has been the ability to differentiate itself from third parties by gaining insight into and making judgments about its product and customer (constituent) and the ability of the organization to effect positive change. Leading private and public organizations use evaluation inquiry reports and their subsequent recommendations to drive improvements and successfully translate policy and programs into action. Grace Hopper once said: “One accurate measurement is worth more than 1,000 expert opinions.” When evaluation staff consult and maintain frequent interaction with persons or organizations affected by evaluations, directly or indirectly, a differentiated evaluation process can, in fact, be a lever for change.