Candidate: Geraldina Villalobos-Quezada

Degree of: Doctor of Philosophy

Department: Educational Studies

Title: Performance Evaluation Models: A Review of the Balanced Scorecard and CIPP Models for Strategic Decision Making

Committee: Dr. Brooks Applegate, Chair
Dr. Dale Brethower
Dr. Robert Brinkerhoff

Date: Monday, October 31, 2005 1:30 p.m.- 3:30 p.m.
Merz Tate Center, 3208 Sangren Hall

Abstract: Performance management systems serve strategic, administrative, and developmental purposes; therefore, their role in an organization cannot be overestimated. As a function of this strategic role, different evaluation models have been developed and implemented by organizations: BSC, CIPP, TQM, Six Sigma, and AOP.

This study reviewed current evaluation theory and practice models that are focused on improving strategic decision making in organizations. Four research questions were developed that sought to identify the interrelationships, evaluation components, evaluation indicators, data collected to support the evaluation, evaluation implementation protocols, quantitative and qualitative analyses, outcomes, and critical factors of the BSC and CIPP models.

A multiple case study research method was used to address the study questions. Four BSC and two CIPP cases were studied. A comparison of outcomes revealed that both models were implemented in organizations to maintain focus, assess and monitor performance, reinforce communication of the strategic objectives, and improve performance controls. The BSC model's implementation protocol followed the five management principles of “Strategy-Focused Organization.” Alternatively, the CIPP model used four types of evaluations. Analyses revealed relationships between the BSC and CIPP, such that both models share compatible evaluation components and collect similar evaluative information. However, the BSC model tended to use quantitative evaluation indicators, while CIPP employed mostly qualitative evaluation indicators. Both models used tools to develop focus and organizational alignment in their organizations.

The greatest difference between BSC and CIPP focused on the critical factors for successful implementation. For BSC, they included management support, merging it with TQM and Six Sigma, use of software tools, and alignment of evaluation indicators at all organizational levels. The CIPP model's critical factors included stakeholders support, use of different types of evaluation, use of triangulation methods, and use of communication mechanisms.

Finally, this study proposes a hybrid BSC/CIPP model for strategic decision making. Justification for the hybrid model focuses on its value in the context of managerial strategic decision making.

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