| Summary: | 碩士 === 國立中正大學 === 資訊管理學系 === 90 === Conventional banks providing financial services are through physical shop fronts, counters, and bank clerks. However, along with progress of information technology, applications of the Internet, rise of E-Commerce, as well as the impact that the government keeps on promoting financial measures, such as automation and liberalism, joins the WTO and establishes financial holding companies recently, the management environments of the banking face competition and threat of domestic and international banks. And owing to rapid development of E-Commerce and electronic trade procedure becoming legal, the banking can set up network bank to push forward electronics financial services by oneself and serves to play finance role in the operation system. Responding to these violent changes, the importance of IS departments is also opposite to increasing. Which performance indicators for IS departments top executives of the banking select will change along with these internal and external environments. Therefore, the purposes of this research want to understand which criteria top executives of the banking depend on when evaluating performance and explain why they adopt these criteria.
Therefore, this research is according to “general banks and medium and small business banks of Ministry of Finance Bureau of Monetary Affairs announcement “ on the end of December, 2001. The research sample is 53 top executives and heads of IS departments respectively and investigates physically which factors will affect top executives choosing performance indicators for IS departments. Concrete problems of this research contain the following three points: Firstly, arranging domestic and international performance indicators for IS departments and comparing the difference between them. Secondly, investigating which performance indicators the domestic 53 banks often use at the present time physically. Thirdly, examining which factors will affect top executives choosing performance indicators.
Making use of questionnaire investigation to collect opinions of top executives and heads of IS departments. This research sends out 106 questionnaires totally, and the recovery questionnaires count to 84(79.25%). Respectively, the recovery questionnaires of top executives count to 45(84.9%), and the recovery questionnaires of heads of IS departments count to 39(73.6%). When analyzing the data, it is to use 35 banks which recover questionnaires of both top executives and heads of IS departments. By statistics analysis, 10 performance indicators which top executives pay much attention to are information security, user supports, adequacy of systems development practices, quality of information outputs, management and operational efficiency, IS departments staff competence, IS departments impact on strategic direction, integration of IS departments with corporate planning, role clarity, supporting IS departments/Information centers concept. Further, we explain which factors will affect top executives choosing performance indicators.
Therefore, by this research, we can understand which performance indicators are used to evaluate performance of IS departments, investigate which performance indicators top executives pay much attention to at the present time, and examine which factors will affect top executives choosing performance indicators. We hope to provide top executives a comprehensive and overall consideration for performance evaluation in order to efficiently measure performance of IS departments. Moreover, the results of this research can also provide IS departments personnel to understand where top executives put great emphasis on while evaluating performance and then know definitely which direction should be endeavored and improved.
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