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|Authors: ||黎毓婷;Li, Yu-Ting|
|Keywords: ||績效管理;績效指標;公立就業服務;performance management;key performance indicators;public employment service|
|Issue Date: ||2019-09-03 14:57:22 (UTC+8)|
;With the ideas of new public management spreading across the globe, governments of all countries developed relevant mechanisms and a series of reform measures with regards to performance management and performance measurement. Performance management is a set of systematic managerial tools, aiming to boost the performance of organizations by establishing objectives, implementing and keeping track of subsequent outcomes of implementation, as well as making improvements based on the outcomes. After the introduction of performance management to public departments, the orientation of the public departments shifted from a conventional one featuring control and programs to the one that focuses on the outcome and output. Added to that is the development of economy and society, along with the trend of the times, leading the general public to pay more attention to the efficiency and effectiveness of public departments. As a result, the introduction of performance management to public departments to enhance administrative efficiency has become a general trend.
For the purpose of data collection, this study adopted documentary analysis, in-depth interviews, secondary materials analysis and other research methods. This study collected and analyzed all sorts of materials related to the subject it intends to study. This study aimed at examining the operations and implementation of performance management in the public employment service system. First, this study analyzed the origin of relevant theories of modern performance management and the design of performance indicators. Second, this study discussed the phenomena and difficulties faced by the public employment service system in Taiwan. Finally, this study synthesized the impacts of performance indicators on extant employment service agencies based on the interviews.
Through the existing literature and the content acquired by empirical interviews, this study summarized all the interview data and put forth the research findings: key performance indicators are merely a sort of managerial tool that aims at re-establishing a set of objectives and values that fit the organization by way of the internalization of the organization in the process of management. The approach that actually improves performance is based on the managerial behaviors with regards to the establishment of indicators. Furthermore, this study also points out its limitations and the potential direction for future studies, hoping that this study could serve as the foundation of follow-up studies on relevant subjects.
|Appears in Collections:||[法律與政府研究所] 博碩士論文|
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