NG Guat Tin, PhD
Assistant Professor
Department of Applied Social Sciences
The Hong Kong Polytechnic University
Email: [email protected]

Introduction
An emphasis on
programme evaluation among human service organizations occurs within the
context of “the era of accountability,” in which public and private sectors
spearhead the drive towards accounting for the use of public resources and funding
for results (Kettner, Moroney, & Martin, 2013, p. 4). In America, it dates
back to the 1960s and 1970s where evaluation serves to justify new or
continuation of public policies or programmes, whether facing opposition to its
implementation or experiencing doubts about its effectiveness in addressing
various social problems, such as poverty (Datta, 2011). Though evaluation is
rooted in social science research methods, it was given an additional boost by
new public management (also referred to as managerialism). Royse, Thyer,
Padgett, and Logan (2006) referred to programme evaluation as “applied research
used as part of the managerial process” (p. 11). Managerialism that was adopted
by public sector organizations in many western nations, since the late 1970s, heralded
management concepts and tools that were designed for “auditing, control,
regulation, assessment, inspection and evaluation” (Diefenbach, 2009, p. 899).