Abstract
This paper examines the introduction and effectiveness of evaluation systems by local governments in Japan.We particularly focus on whether such systems alter personnel commitment and motivation (referred to here collectively as “consciousness”). An analysis is provided of data obtained in a large questionnaire, conducted by the author in 2004. Our findings suggest that the introduction of evaluation systems for the purpose of instituting or improving policies, programs, and projects induces a change in consciousness among local government personnel. Furthermore, findings indicate evaluation systems generate long term benefits. In particular, we suggest that making theresults of evaluations open to public scrutiny leads to changes in consciousness among personnel.
