The Study of Hakka Industry Policy Performance Evaluation

• Main Authors: Ching-yu Yu, 游靖宇
• Other Authors: Chin-hung Chou
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/66559361568662317643

碩士 === 國立中央大學 === 客家政治經濟研究所 === 99 === Ever since the implementation of the policy, the goal of “The Facilitation Plan for Hakka Specialty Industry” has been reached every year. The number of facilitated business entities is far over the target. Undoubtedly, in terms of the “quantity”, it is growing. Whereas, in terms of the “quality”, whether it is feasible to integrate Hakka culture and industry as originally planned, and deeply planting into local specialties, or to improve people’s view to Hakka industry, is an issue to be discussed. As such, the objectives of this study are: (1) Exploring the view and recognition of the policy stakeholders to the development plan of Hakka specialty industry, as well as the status of cooperation. (2) Exploring the necessity of implementing the Hakka specialty industry facilitation plan, and the performance or difficulties after the implementation. (3) Forming the “Performance Evaluation Indicators Relative Weighted System of Hakka Specialty Commodities Facilitation Plan Promoted by the Council for Hakka Affairs” through the Analytic Hierarchy Process for future reference of policy amendment. Thus, this study is mainly started from the understanding of the essence of the issues by field visiting, followed by collecting and analyzing documentaries in order to derive the core of the study, plus searching the feasible study method from theories and concepts. The policy implementation and the performance evaluation involve with various perspectives, therefore, the indicators is constructed from diversified aspects. Then, the study is undertaken by adopting in-depth interview and analytic hierarchy process. The conclusion of the study is as follows: (1) the facilitation of sales channels is able to introduce a lot of business opportunities, but only in short term period. (2) The plan is highly recognized, but the scheduling has limited its performance. (3) The budgeting and subcontracting strategic planning is not yet completed. (4)The flexible facilitation and the response mechanism are to be strengthened slightly. (5)The reviewing mechanism is much concerned by the stakeholders. (6) The cultural related indicators are highly concerned. (7) The plan performance evaluation indicators focuses more on the quantity than the quality.