| Summary: | 碩士 === 銘傳大學 === 公共事務學系碩士在職專班 === 94 === THE STUDY OF ACHIEVEMENT AND PERFORMANCE EVALUATION MECHANISM FOR AN ADMINISTRATIVE ORGANIZATION-- WITH THE SMAL AND MEDIUM ENTERPRISES ADMINISTRATION, MOEA (MINISTR OF ECONOMIC AFFAIRS) AS AN EXAMPLE.
by
HSU, JIN-YUAN
June 2006
ADVISOR(S): Dr. HSI, DAI-LIN
DEPARTMENT: DEPARTMENT OF PUBLIC AFFAIRS
MAJOR：PUBLIC AFFAIRS
DEGREE：EXECUTIVE MASTER OF PUBLIC AFFAIRS
Along with the raising idea of knowledgeable economic and changing of operational environment, the pressures resulting from achievements of operational performance, not only confronting by an individual but also by private or public sectors had been valued extremely, as the effectiveness of performance has a great impact on the continuance and development of a organization, particularly in the era of 21 century that to esteem a team-work competitiveness as an element of success. Therefore, how to deal with the innovation and the re-engineering of the government sector to build up an effective and a feasible evaluation mechanism that to assess the government sector’s achievements shall be the main purpose of this study.
This study is based upon the position of the Small and Medium Enterprises Administration, MOEA (Ministry of Economic Affairs) as one of the nation’s administrative organization to draft a strategic objective and desire of the organization, and then hereby combine the organization’s desire and mission with those wisdoms contributed by all the colleagues, experts, and scholars in order to command the key elements of success to frame a concreted practice for achieving the strategic objectives of the organization. In addition, to try to establish an applicable and feasible evaluation mechanism for accessing achievements based upon those theories and actual experiences which are deliberated collaterally.
The methodology in conducting this study is mainly including documentation analyses, symposiums, and profound interviews, by means of conferring with the Theory of Balanced Scorecard about the proposed performance evaluation mechanism and the performance indicators. As a result, following key elements had been discovered after conducting the researches and analyses, and those key elements will cause certain degree of impacts relating to whether to be successful or effective on implementing performance evaluation mechanism and guiding balanced scorecard by government sectors. There are ten key elements listed as following:
(1)The administrator’s support and the extent of contribution;
(2)The integration extent of the performance evaluation system and the bonus system of each organization;
(3)The operation of practical symposiums and achievement forums;
(4)The establishment of achievement indicator by using of “respecting customers as the guest”;
(5)The effectiveness of combination extent in a unit’s object of achievement and its proposed plan;
(6)The organization’s culture of achievement-oriented evaluation;
(7)The completion of organization’s mutual objectives and desires;
(8)The innovation of flexible thinking and foresighted visions;
(9)The concept of calling for united efforts and full participation; and
(10)The development of changing a mode-type organization into a learning-type institution.
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