120 research outputs found

    Level models of continuing professional development evaluation: a grounded review and critique

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    Continuing professional development (CPD) evaluation in education has been heavily influenced by ‘level models’, deriving from the work of Kirkpatrick and Guskey in particular, which attempt to trace the processes through which CPD interventions achieve outcomes. This paper considers the strengths and limitations of such models, and in particular the degree to which they are able to do justice to the complexity of CPD and its effects. After placing level models within the broader context of debates about CPD evaluation, the paper reports our experience of developing such models heuristically for our own evaluation practice. It then draws on positivist, realist and constructivist traditions to consider some more fundamental ontological and epistemological questions to which they give rise. The paper concludes that level models can be used in a number of ways and with differing emphases, and that choices made about their use will need to reflect both theoretical choices and practical considerations

    Producing Evaluations in a Large Bureaucracy

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    The field of program evaluation has expanded rapidly over the past three decades so that evaluation of programs is standard practice in many government agencies. One development is that evaluation activities have moved inside large government agencies with the establishment of internal evaluation staffs, procedures and policies. This study examined empirically the development of evaluation issues and processes in one branch of the National Science Foundation in the USA. The study, which involved 3 years of intermittent participant-observation and 44 interviews, indicates that evaluations (in this office) are heavily influenced by the way the work is organized and produced, as well as by the usual considerations that shape evaluations elsewhere. In particular, this paper addresses two primary issues identified in the study as critical to the successful establishment of an evaluation office: (I) the evolution of an evaluation culture within the organization, and (2) the management of a semi-internal, semi-external evaluation production process

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