Participant Commitment To The Principles Taught In A Workplace Leadership Seminar In Relation To Personality Type
This study was conducted as part of a leadership seminar offered to the managers of a North American corporation. It describes the development of a custom-designed self-report outcome measure administered in an interview format, and the use of a personality type inventory. The results indicate that there are significant relationships between personality type and reported training outcomes.
La participation des femmes de milieux écquement faibles aux services prénatals: essai de modélisation
A number of studies have identified the importance of prenatal services in pregnancy progress and outcome both for mother and child. In fact, such services can reduce the risk of fetal mortality during pregnancy and infant mortality during birth and help reduce the risk of complications during delivery, particularly when they begin in the first trimester of the pregnancy and continue until delivery. Although this is a widely recognized fact, many women in poor ecc environments do not receive prenatal services.
This article discusses the issue of combining different kinds of results information for decision-making in the public sector. Its purpose is to take part in the debate on public management and management by results, by arguing that the trend in public management is a focus on information about outputs and a decreasing interest in information about outcomes. Since the mid-1980s there has been an obvious drop in the interest in results information in the public sector in Sweden and in many other countries (those within the OECD for instance).
The changing culture of public administration involves accountability for results and outcomes. This article suggests that performance measurement can address such attribution questions. Contribution analysis has a major role to play in helping managers, researchers, and policymakers to arrive at conclusions about the contribution their program has made to particular outcomes. The article describes the steps necessary to produce a credible contribution story.
The Government of the Northwest Territories (GNWT) has followed many of the same trends as seen in southern Canada with regard to program evaluation. As evidenced through interviews, file reviews, and the retrieval of archived Cabinet documentation, it appears as though program evaluation has experienced periods of high and low activity, and is now sharing the playing field with performance measurement. The GNWT diverges from the rest of Canada from this point forward as aboriginal self-government agreements are negotiated and the structure of the government changes.
Interviews with people involved in program evaluation in Newfoundland revealed that there is no provincial policy on program evaluation. However, the future for program evaluation in the province is positive. The Auditor General (AG) is recommending a policy on accountability and the new Strategic Social Plan includes a requirement for measuring change that occurs as a result of the Plan.
At the request of the Canadian Evaluation Society, the PEI Chapter has compiled a status report of evaluation policy and practice in the Government of Prince Edward Island. The theme we have chosen is one of accountability and the progress towards managing for and reporting on results. The first half of the report is a chronology of the movement towards formalizing an accountability structure in the PEI public sector followed by examples of how four Departments are utilizing performance measurement to report on achievement of stated goals.
This paper argues that the introduction of performance measurement should be seen as part of a larger trend toward the accreditation of public agencies and private business organizations. Because of its obvious similarities with accreditation, performance measurement in central government ministries can be assessed by examining the effects of accreditation in those areas where it has already been introduced. Accreditation systems are often seen as more realistic alternatives to program evaluation.
The article tracks the evolution of program evaluation in the Ontario Public Service (OPS) from the adoption of a formal policy on evaluation (activity review) in 1988 to the emergence of corporate planning and an emphasis on performance management under the current government. It argues that there are reasons for optimism regarding an increased role for evaluation in Ontario but it suggests that there remain several impediments to the development of an evaluation culture within the OPS.