SAGE Journal Articles
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New Public Management ideology and concepts are not new to the program evaluation/performance measurement fields. Chapter 8 of the textbook outlines the history of performance measurement processes dating back to the early 19th century. This article explores the ideas on financial reforms within the British government of two influential individuals from the nineteenth century, Sir Samuel Bentham and Sir Henry Parnell. The authors offer a fictitious conversation between the two men based on their writings about New Public Management concepts.
Journal Article 2: Carnochan, S., Samples, M., Myers, M., & Austin, M. J. (2013). Performance measurement challenges in nonprofit human service organizations. Nonprofit and Voluntary Sector Quarterly, 43, 1014–1032.
As described in Chapter 8 of the textbook, non-profit organizations are increasingly expected to engage in performance measurement processes for accountability to government officials, funders, and the public. This article contains a qualitative study examining the experience of four non-profit organizations engaging in performance measurement. The authors discuss key findings that illuminate some of the challenges non-profit organizations face when engaging in the performance measurement process.
Journal Article 3: Newcomer, K., & Brass, C. T. (2015). Forging a strategic and comprehensive approach to evaluation within public and nonprofit organizations: Integrating measurement and analytics within evaluation. American Journal of Evaluation, 37, 80–99.
The authors of this article, sharing the views of the textbook authors, believe that performance measurement is a complementary task to program evaluation that is best suited to be integrated within program evaluation. The authors discuss implications of viewing measurement, analytics, and other evaluation-related capacities within public organizations as part of an integrated, evaluation mission-support function.