The utility of evaluation research for administrative decision-making. McNeece, C A., DiNitto, D. M, & Johnson, P. J Administration in Social Work, 7(3-4):77–87, 1983. ![The utility of evaluation research for administrative decision-making [link]](https://bibbase.org/img/filetypes/link.svg "link")
Paper abstract bibtex (introduction) Considering the consequences of the rational use of evaluation, it is a wonder that organizations tolerate any such activities. According to Wildavsky (1980), "Organizational structure implies stability while the process of evaluation suggests change" @. 443). It is little wonder that evaluation is so seldom utilized in agency decision-making. Yet, if some environmental and/or organizational factors inhibit the use of evaluation in social service agencies, other conditions may facilitate its use. The research described here was undertaken to shed light on these factors. Specifically, a sample of agency administrators was surveyed to ascertain the types of decisions they made, and the conditions under which they were likely to utilize evaluative data. Earlier studies indicate that agency administrators are more likely to utilize evaluative data concerning their programs when: (1) they have advance knowledge of the findings, (2) the evaluative results show the program to be effective, (3) there is a reasonable chance of using the results to request additional funds, or (4) the evaluators have relatively little status. They are least likely to utilize evaluation results in order to discover whether programs actually are effective (Cox & Osborne, 1980; Bigelow & Ciarlo, 1976). This paper reviews the current literature regarding the utilization of evaluative research, examines the factors that affect its utilization, and presents survey data regarding the receptivity of agency administrators to its utilization.
@article{mcneece_utility_1983,
title = {The utility of evaluation research for administrative decision-making},
volume = {7},
url = {http://www.haworthpress.com/store/E-Text/View_EText.asp?a=3&fn=J147v07n03_10&i=3/4&s=J147&v=7},
abstract = {(introduction) Considering the consequences of the rational use of evaluation, it is a wonder that organizations tolerate any such activities. According to Wildavsky (1980), "Organizational structure implies stability while the process of evaluation suggests change" @. 443). It is little wonder that evaluation is so seldom utilized in agency decision-making. Yet, if some environmental and/or organizational factors inhibit the use of evaluation in social service agencies, other conditions may facilitate its use. The research described here was undertaken to shed light on these factors. Specifically, a sample of agency administrators was surveyed to ascertain the types of decisions they made, and the conditions under which they were likely to utilize evaluative data. Earlier studies indicate that agency administrators are more likely to utilize evaluative data concerning their programs when: (1) they have advance knowledge of the findings, (2) the evaluative results show the program to be effective, (3) there is a reasonable chance of using the results to request additional funds, or (4) the evaluators have relatively little status. They are least likely to utilize evaluation results in order to discover whether programs actually are effective (Cox \& Osborne, 1980; Bigelow \& Ciarlo, 1976). This paper reviews the current literature regarding the utilization of evaluative research, examines the factors that affect its utilization, and presents survey data regarding the receptivity of agency administrators to its utilization.},
number = {3-4},
journal = {Administration in Social Work},
author = {McNeece, C Aaron and DiNitto, Diana M and Johnson, Peter J},
year = {1983},
keywords = {Sciences sociales},
pages = {77--87},
}
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According to Wildavsky (1980), \"Organizational structure implies stability while the process of evaluation suggests change\" @. 443). It is little wonder that evaluation is so seldom utilized in agency decision-making. Yet, if some environmental and/or organizational factors inhibit the use of evaluation in social service agencies, other conditions may facilitate its use. The research described here was undertaken to shed light on these factors. Specifically, a sample of agency administrators was surveyed to ascertain the types of decisions they made, and the conditions under which they were likely to utilize evaluative data. 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