A Study of Operative Performance Appraisal Indicators in University Gymnasium

• Main Authors: TSAI HSIU-HUA, 蔡秀華
• Other Authors: Cheng, Chih-fu.
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/51289591578932329893

碩士 === 國立臺灣師範大學 === 體育研究所 === 90 === A Study of Operative Performance Appraisal Indicators in University Gymnasium — Case of National Taiwan University Sport Center Master Thesis, 2002 Tsai, Hsiu-hua Advisor: Cheng, Chih-fu. Ed.D Abstract The research attempted to probe into operative performance appraisal indicators in university gymnasium and took National Taiwan University Sport Center as study case. Moreover, it was designed to analyze its present operative condition and examine the existing operative performance appraisal system. Based on the literature review, constructing its operative performance appraisal indicators and each level’s weight. The research took the perspective of Balanced Scorecard (BSC), through document analysis and expert interview, to realize the practical operative condition of the case and analyzed the intension of its existing operative indicators, and then constructed operative performance appraisal indicator category for the case. Furthermore, Analytic Hierarchy Process (AHP) was used to analyze each indicator’s weight, and propose the expert’s opinions toward each indicator phase and importance of key driving factors. The results showed that: 1. The case’s operation currently takes public-raise-public-operate mode. It has to be financially responsible for its own profits or losses. The organizational structure is designed as central system, which has not yet being fully implemented. Human resource mainly includes school department directors, athletic faculty, and employees. 2. The case has not yet constructed an operative performance appraisal system. The operative performance indicators which being placed importance on by directors can be included in Customer Phase, Finance Phase, Internal Process Phase, and Innovation and Learning phase of BSC. However, the balance of the indicators was not quite well and has to be further reconstructed. 3. The operative performance appraisal system constructed by the research creates 13 key driving factors and 53 acting indicators (Profit, etc.) for 4 main phases (Finance, etc.). 4. As to the analyzed result about operative performance appraisal indicators’ weight of the case, the experts deem that Finance Phase was most important, Customer Phase was Inferior, and Internal Process Phase and Innovation and Learning were further inferior. Key words: gymnasium, performance appraisal, Balanced Scorecard (BSC), Analytic Hierarchy Process (AHP)