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    Title: 公部門績效管理制度下的協力互動研究─以臺北市政府策略地圖之次分組為例
    Collaborative Interaction under the Performance Management System in the Public Sector: A Case Study of Sub-groups under the Strategy Map in Taipei City Government
    Authors: 徐亦韜
    Hsu, I-Tao
    Contributors: 傅凱若
    Fu, Kai-Jo
    徐亦韜
    Hsu, I-Tao
    Keywords: 策略地圖
    公部門
    協力
    回應行為
    Strategy map
    Public sector
    Collaboration
    Dysfunctional reactions
    Date: 2019
    Issue Date: 2019-09-05 16:48:38 (UTC+8)
    Abstract: 近年來，臺北市政府將策略地圖作為其內部各行政機關的績效管理工具，而在某種程度上，此舉算是領先於我國其他公部門組織。在這項新制度中，次分組的機制設計，具有跨機關協力之特色，但其能否產生協力效果，這是本研究所欲探討的。另外，組織在績效管理的制度下，可能會出現一些回應行為，而本研究也同樣好奇，次分組中的各機關，是否也會產生這樣的行為。
    本研究主要以協力框架作為立論基礎。在資料蒐集上，本研究運用半結構式訪談法，同時搭配立意抽樣和滾雪球抽樣的方式，來選擇受訪對象，而本研究總共訪談了16位受訪者。
    本研究結果顯示，首先，在協力過程中，次分組各機關並未產生跨機關協力之效果，這是因為受到相關規範及協力機制設計之影響，而造成的。其次，在協力機制形成上，這些機制大都是依據各機關的業務，而設計出來的。其三，在協力結果上，策略地圖的激勵效果並不算太好，而且若各機關未達到目標值時，還會面臨到許多的課責壓力。其四，部分機關在策略地圖下，仍出現了一點回應行為。最後，本研究根據這些發現，對策略地圖未來的推動，提出一些改善建議。
    In recent years, Taipei City Government has used “Strategy Map” as a performance management tool for its internal agencies and, to a certain extent, this way takes the leading position over other public sector organizations in Taiwan. Under the new system, the sub-group design is characterized by cross-agency collaboration; however, whether the collaborative effect could be achieved is an issue of this study. In addition, since some dysfunctional reactions in organizations may occur in the performance management system, this study also explores whether these agencies of the sub-groups perform such behaviors or not.
    This study primarily uses the collaborative framework as the theoretical basis. In this study, the researcher adopted semi-structured interview and used purposive sampling and snowball sampling to select interviewees. 16 interviewees were interviewed in this study.
    The results indicate that, first of all, the agencies of sub-groups don’t produce the collaborative effect in the collaborative process. This repercussion could be influenced by the relevant rules and collaborative mechanism design. Second, it was found that the collaborative mechanisms are mostly designed according to the business of each agency. Third, concerning the collaborative outcome, the incentive effect of the strategy map doesn’t perform properly. On top of that, if these agencies fail to reach the target, they would face much pressure of accountability. Fourth, some agencies have some dysfunctional reactions under the strategy map. Based on these findings, this study proposed some suggestions for strategy map in the future.
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    Description: 碩士
    國立政治大學
    公共行政學系
    105256018
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0105256018
    Data Type: thesis
    DOI: 10.6814/NCCU201900724
    Appears in Collections:[Department of Public Administration] Theses

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