| Summary: | 碩士 === 淡江大學 === 公共行政學系公共政策碩士在職專班 === 94 === The Taipei Water Department faces some problems including: high risks of supplying water, high rates of leaking water, high payloads, and high accountability. In order to resolve these problems in a short-term period of time, Taipei Water Department took “Balanced Scorecard” as a strategic management tool. In addition, these efforts can also generate benefits in building vision and mission for long-term development.
This research identifies the factors impacting the effectiveness of Balance Scorecard including: manager support, reward and educational training, systematic factors, and employee participation. Regarding the results of implementing Balance Scorecard, more than 60% of employees think that the standard of achievements rose while only 20% to 30% of employees think the extent of employee participation is not enough.
Through the results of t-test and single-factor variant analysis, we found that manager support differs greatly according to ranks of occupation, intrinsic nature of the business, and seniority in government and the water department. Reward and educational training differ greatly according to sex, age, rank of occupation, intrinsic of the business, and seniority in the water department. Systematic factor differs greatly according to intrinsic of the business and seniority in the water department. Employee participation differs greatly according to gender, age, position, intrinsic of the business, and seniority in the water department. Standards of achievement differ greatly according to age, intrinsic of the business, and seniority in the water department.
This research provides suggestions as the following: managers should devote commitment in giving resources, encouraging employees participation, helping to remove barriers, motivating inducements, and encouraging innovation. In rewards and training, the organization should recognize employees’ achievements by linking efforts and rewards, enhancing participating in training programs, advising what competencies should be learned, understanding any change made after attending training, and identifying if there is any effect after change. In systematic factors, the organization should establish solid vision, create leading indexes for performance, specify clear concepts, and communicate strategy with employees. In employee participation, the organization should enlarge the levels of participation, increase the opportunities of participation, raise the abilities of participation, and ensure that participating in subjects is not closed to individuals.
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