The Deconstruction of Evaluation Research: Part I, The Way Forward?

Acts of evaluation—the assessment against implicit or explicit criteria of the value of individuals, objects, situations and outcomes—form the core of any high discretion job, where choices have to be made and decisions taken in a world of scarce resources. On a day‐by‐day basis informal evaluations pervade the job of any manager or administrator, but often this is supplemented by formal evaluation research studies—whether technology assessment, investment appraisal, the evaluation of markets and competitors, or in the case of personnel managers—the evaluation of training and development and of organisational change programmes generally. These formal studies include the evaluation studies conducted by “professional” evaluation researchers, such as those engaged in the evaluation of federally funded US social change programmes, those drawn from commercial consultancy agencies or occupying an internal consultant's role within a large company, and those applied social scientists, working in university departments and research institutions interested in issues concerning work system and organisational design . Many articles published in Personnel Review attest to this concern with evaluation research and, indeed, expertise in the conduct of formal evaluation studies has been identified as a major weapon in the armoury of personnel managers who adopt a “conformist innovator” approach to developing their power and influence.