Participatory Evaluation: A Missing Component in the Sustainable Social Change Equation for Public Services
Description
Free to read at publisher's site This article draws on a case study of organizational change with the Queensland publicsector to showcase the contribution participatory approaches to evaluation make to sustained change. Key points outlined in the paper include: changes in human service organizations generally, and child welfare services in particular, have been proven to be difficult to achieve and sustain. Participatory processes including participatory evaluation are presented as key strategies to enhance the uptake of social and organizational change initiatives. Parallels to continuous change models are found within policy formulation and evaluation theories. In particular, participative evaluation models share similarities to continuous change models through their reliance on self-evaluation and self-determination as means of promoting change. A theoretical contribution to organizational change theories is made through the development of a change model that includes a participatory evaluation component as part of the equation for sustainable change. It is proposed that this model has a wider practical application.
Impact and interest:
Citation counts are sourced monthly from Scopus and Web of Science® citation databases.
These databases contain citations from different subsets of available publications and different time periods and thus the citation count from each is usually different. Some works are not in either database and no count is displayed. Scopus includes citations from articles published in 1996 onwards, and Web of Science® generally from 1980 onwards.
Citations counts from the Google Scholar™ indexing service can be viewed at the linked Google Scholar™ search.
ID Code: | 224993 |
---|---|
Item Type: | Contribution to Journal (Journal Article) |
Refereed: | Yes |
Measurements or Duration: | 13 pages |
Keywords: | Australia, Public Service, Service Delivery, Social Change |
DOI: | 10.1002/jsc.744 |
ISSN: | 1086-1718 |
Pure ID: | 33871192 |
Divisions: | Past > QUT Faculties & Divisions > QUT Business School |
Copyright Owner: | Consult author(s) regarding copyright matters |
Copyright Statement: | This work is covered by copyright. Unless the document is being made available under a Creative Commons Licence, you must assume that re-use is limited to personal use and that permission from the copyright owner must be obtained for all other uses. If the document is available under a Creative Commons License (or other specified license) then refer to the Licence for details of permitted re-use. It is a condition of access that users recognise and abide by the legal requirements associated with these rights. If you believe that this work infringes copyright please provide details by email to qut.copyright@qut.edu.au |
Deposited On: | 06 Nov 2021 20:51 |
Last Modified: | 03 Mar 2024 15:48 |
Export: EndNote | Dublin Core | BibTeX
Repository Staff Only: item control page