The Improvement Study of Taiwan Officialdom Performance Evaluation： The Case of the New Construction Office of Public Works Department of Taipei City Government Survey

• Main Authors: Chun-Yung Liu, 劉醇永
• Other Authors: Shu-Fang Chen
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/uh22yc

碩士 === 淡江大學 === 公共行政學系公共政策碩士班 === 94 === There are limited positions in any bureaucratic system. Organizational workers face promotional obstacles even with their increasing service tenure. Combined with the year-end performance review and its limited first grade performance quota, these institutional restrictions create serious difficulties for organizational workers. The existence of interpersonal connection and culture has been very common in Taiwan’s bureaucracy. It is almost impossible to make this kind of interpersonal culture disappeared. Political consideration always has the advantage over administrative practice and need when these two standpoints are in a conflicting situation. Most of the time, minority in any organization might face some unequal or unfair treatment due to the limited quota of first grade performance review. Minorities usually have less resources and power to compete with those majorities who control better resources in any organization. The objective of the performance review is to make appropriate appraisal and punishment through the complete evaluation. However, the limited quota of the first grade performance review makes the evaluation like a zero-sum game. It makes the review unfair and inefficient. Moreover, performance review creates negative effects for organizational workers who are fighting with each other in the pursuit of the limited first grade performance quota. This kind of performance review, indeed, hurts organization morale and thus potentially diminishes organizational efficiency and performance. Former U.S. president Bill Clinton mentioned the importance of giving enough innovation and flexibility to public workers in 1993. This project attempts to establish a collaborative relationship between management and public employees. The objective of this collaborative relationship is to improve organization efficiency as a result of mutual help between administrators and their subordinates. One of the properties of the law is the existence of scientific characteristic. The so-called theories have to be tested by practices as a proof of the explanatory effectiveness in the real world. The Examination Yuan of Taiwan passed in June 30, 2005. The aim of this thesis is to make practical suggestions about performance review for organizations by analyzing the current performance review law and its related literature. A survey of the real practices of performance review has been employed in this study. The author hopes to make humble contribution for organizations and researchers in their understanding and improvement of the performance review.