The study of operating performance in state-owned enterprise — Taiwan power company

• Main Author: 張明杰
• Other Authors: 蘇瓜藤
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/67428325920517586460

碩士 === 國立政治大學 === 經營管理碩士學程(EMBA) === 98 === Taiwan Power Company (TPC), which belongs to the Ministry of Economic Affairs, R.O.C., is the only state-owned electric utility in Taiwan. The company has played a very important role in the process of economic development in the country, including assisting many public constructions. In the wave of liberalization and privatization, the performance management of state-owned company is always a focus of concern by the government, public, and the employment. In order to enhance its performance, TPC started in 2004 to adopt the Balanced Scorecard concept, firstly through four perspectives: “improving financial performance”, “enhancing customers’ satisfactions”, “fulfilling social responsibility”, and “assuring the safety”. Later in 2006, the four perspectives were adjusted to “financial perspective”, “customer perspective”, “internal perspective”, and “learning and growth perspective”. At the same time, the frame of enterprise’s targets was also restructured, and divided into “the company’s target”, “the system’s target”, and “the departments’ target”. Due to TPC’s huge size and the obvious difference among departments, the system’s target is also important. This study takes as an example the Accounting Department, which is one unit of Planning System of TPC, to discuss the targets and contents. Bounded by legal and government policy, state-owned companies are lacking flexibility. We point out the problems the stated-owned companies may encounter when introducing the Balanced Scorecard. Furthermore, we provide suggestions for TPC to enhance its performance.