Marie Gervais

Fall

A Journey Through Five Evaluation Projects with the Same Analysis Framework

Authors:
Pages:
165-190

Evaluation is increasingly called upon to act in support of the management and accountability process, regardless of the field of activity. Often conducted in a complex and changing environment, it must make allowances for different interests and challenges that might occur at a number of levels. In this context, the analytical framework developed by the author may prove to be an interesting tool to organize planning of the evaluation process and for the interpretation of related results. In addition to a description of the five dimensions of this framework, a number of examples of use will be presented. A critical analysis of the strengths and weaknesses of the analysis framework, along with its principal contributions to the evaluation processes where it is in use, will be conducted based on comments issued to date by some of its users.

Special Issue

Guest Editor's Remarks: As I recall – or how to take advantage of less-than-successful evaluation experiences / Un mot de la rédactrice invitée : « Je me souviens » ou comment tirer profit d'expériences d'évaluation qu'on ne peut qualifier de succès

Authors:
Pages:
xi-xxvii

Spring

Le prix étudiant de la SCÉ... un tremplin vers le monde de l'évaluation!

Authors:
Pages:
91-95

Fall

Repenser le concept d'évalution de l'efficacité d'une organisation

Authors:
Pages:
89-112

The effectiveness of an organization is a widely criticized notion. A review of the literature reveals the confusion and the strong conceptual ambiguity that currently surrounds this phnon. Effectiveness appears to be a subject of study that is complex, unclear, unstable, polymorphous and polysemous all at the same time. Moreover, Anspach (1991) characterizes effectiveness as elusive and resistant to definition, conceptualization and measure. Some authors have tried to conceptualize effectiveness and have proposed various evaluation models. Most often, however, these models have proven divergent, difficult to reconcile and unsatisfactory. Taken individually, the models seem incapable of identifying and explaining the whole effectiveness phnon. This study presents a new way to approach the evaluation of the effectiveness of an organization. The proposed analysis framework reflects a dynamic conceptualization of effectiveness. Effectiveness is perceived more as a continuous process than an end in itself and is considered both a means and a result of the actors' behaviour. The analytic framework identifies five dimensions of organizational effectiveness, structural, operational, systemic, strategic and specific dimensions, which could potentially be examined based on the context and needs of an evaluation. This new way to conceptualize effectiveness merits empirical review.

Fall

valuer l'efficacité d'un programme : une question de référents?

Authors:
Pages:
1-28

The main objectives of this study carried out with 73 people from two organizations in the health field in the Quebec City region are: 1) to verify if several groups of actors associated with the same program (decision makers, participants, users) have identical concepts of the effectiveness of a program; and 2) to verify to what extent the concept of program effectiveness is influenced by temporal, organizational and contextual variables. A non-traditional approach was used. Participants in the study assessed the effectiveness of 20 fictional programs on a four point scale. Analyses of variance were the main forms of analysis. The elements of convergence and divergence in the evaluations produced by the different groups of participants are presented. Explicative factors are explored.