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Results-based management: friend or foe?

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  • Michael J. Hatton
  • Kent Schroeder

Abstract

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.

Suggested Citation

  • Michael J. Hatton & Kent Schroeder, 2007. "Results-based management: friend or foe?," Development in Practice, Taylor & Francis Journals, vol. 17(3), pages 426-432, June.
    • Handle: RePEc:taf:cdipxx:v:17:y:2007:i:3:p:426-432
    DOI: 10.1080/09614520701337160
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    Cited by:

    1. Marina Apgar & Mieke Snijder & Grace Lyn Higdon & Sylvia Szabo, 2023. "Evaluating Research for Development: Innovation to Navigate Complexity," The European Journal of Development Research, Palgrave Macmillan;European Association of Development Research and Training Institutes (EADI), vol. 35(2), pages 241-259, April.

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