Towards an ideal institutionalisation of monitoring and evaluation (M&E) considerations influencing the interrelationship between performance, performance management and M&E

Abstract

The traditional performance, performance management and performance measurement discourses give an indication of the value of the relationship of these concepts with monitoring and evaluation (M&E) in public administration. M&E is widely accepted as a key managementfor- efficiency and accountability tool. The shift from performance management to performance governance adds to already identified and accepted M&E needs. M&E facilitates better management of a complex public service environment that aims at unfolding institutionalisation of M&E as a systematic, well-conceptualised phenomenon. The article investigated the following research objectives: to conceptualise and contextualise performance-related concepts such as M&E, performance management and performance measurement; to determine the interrelationship of these phenomena; to discuss the similarities and differences of key aspects related to these phenomena; to contextualise the key features in terms of the institutionalisation of M&E; to establish factors contributing to or deterring institutionalisation of M&E; to establish the relationship between the level of institutionalisation of M&E and performance management. The methodological approach entails a desktop analysis by way of a literature study. A qualitative description of the findings will focus on the themes that emerged from the research and the manner in which it was conceptualised. The information obtained will be used to compare the connections and variations between the themes.