Results-based management: friend or foe?

Author(s)
Hatton, Michael J
Schroeder, Kent
Editor(s)
Eade, Deborah
Publication date
2007-06-01
Subject
Approach and methodology
Keywords
Monitoring and evaluation
M&E
Development methods
Development in Practice Journal
DiP

Metadata
Show full item record
Publisher(s)
Oxfam GB
Routledge
Journal
Development in Practice
URI
http://hdl.handle.net/10546/130868
DOI
10.1080/09614520701337160
Document type
Journal article
Language
English
Description
Results-based management (RBM) is well entrenched as a management tool for international development practice. Yet after a decade of its use, many development practitioners view RBM in a negative light, considering it to be a donor requirement that diverts time, energy, and resources away from actually doing development work. This article provides some broad reflections on RBM from a distinctive vantage point: the perspective of the project (or programme) evaluator. The article reflects on challenges associated with RBM and draws from these reflections a number of suggested strategies to improve its use. It concludes that development practitioners need to be more aggressive in implementing RBM.<p>This article is hosted by our co-publisher Taylor & Francis.</p>
Pages
7
ISSN
0961-4524
EISSN
1364-9213
Collections