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    Title: 新北市改制後里辦公處服務績效指標之研究 : 以中和區為例
    Other Titles: Performance indicators of village office after the upgrade of New Taipei City : a case study of Zhonghe District
    Authors: 劉兆琪;Liu, Chao-Chi
    Contributors: 淡江大學公共行政學系公共政策碩士在職專班
    黃一峯;Huang, Yi-Feng;陳志瑋;Chen, Chih-Wei
    Keywords: 平衡計分卡;績效指標;里辦公處;新北市中和區;Balance Score card;Performance Indicators;lineighborhood office;Zhonghe Dist, New Taipei City
    Date: 2014
    Issue Date: 2015-05-04 09:53:45 (UTC+8)
    Abstract: 本研究採用平衡計分卡觀點為研究架構,並以新北市中和區里辦公處里長、里幹事、鄰長、社區協會理事長、管委員會委員、洽公民眾及區公所主管為調查對象,分析其對里辦公處服務績效指標重要程度認知之差異,以建構里政服務績效指標。
    調查問卷經因素分析後,歸納萃取出衡量里辦公處服務績效指標新的構面為「推動重點建設」構面7項、「活用財務與設備」構面4項,「回應民意」構面5項,學習與成長構面5項,共21項,再進行個人特性與研究變項的差異分析,探討受訪者對各構面重要程度認知差異。
    本研究結論發現如下:
    一、不同性別、年齡、學歷、婚姻狀況對於各構面上無顯著性差異存在,但在推動重點建設、回應民意要求及活用財務與設備構面上的職位變項上則有顯著差異。
    二、里辦公處服務績效指標重要程度認知在推動重點建設、學習與成長、回應民意需求及活用財務與設備各構面間有顯著的相關性。
    三、各構面的重要性認知程度最高為推動重點建設構面,依次為學習與成長構面、活用財務與設備構面、回應民意需求構面。
    本研究建議如下:
    一、建立里辦公處績效評鑑模式,落實績效課責制度。
    二、加強推動工作簡化,減少繁冗之行政程序。
    三、建構促進里長、里幹事熱忱投入工作的核心能力之培訓
    The present study makes use of the Balanced Score Card (BSC) approach to analyze differences in attitudes towards li neighborhood office service performance indicators through a survey of li neighborhood heads, li neighborhood assistant heads, lin sub-neighborhood heads, community association chairpersons, apartment building residents’ committee members, members of the public who need to conduct business at li neighborhood offices, and District Office managers, in the ZhongHe District of New Taipei City, with the aim of establishing a new framework for establishing performance indicators for evaluating li neighborhood office service quality (the li neighborhood and lin sub-neighborhood are local administrative divisions below the District level in Taiwan).
    Following factor analysis, a survey questionnaire was compiled that makes use of a total of 21 li office performance appraisal indicators that could be used in evaluating the quality of service provided by li neighborhood offices: 7 indicators falling under the “Promoting key infrastructure projects” category, 4 indicators falling under the “Making effective use of financial resources and facilities” category, 5 indicators falling under the “Responding to public opinion” category, and 5 indicators relating to “Learning and growth.” Differentiation analysis was then performed with respect to personal characteristics and individual research variables, to explore the differences in respondents’ attitudes towards the importance of each performance appraisal indicator category.
    The study’s findings were as follows:
    1. While there were no significant differences in attitudes toward the importance of the different performance appraisal indicator categories among respondents of different gender, age group, educational background or marital status, there were significant differences in attitudes towards the importance of the “Promoting key infrastructure projects,” “Responding to public opinion” and “Making effective use of financial resources and facilities” aspects among respondents holding different positions.
    2. With regard to the perceived importance of the different categories of performance indicators used to evaluate li neighborhood office service provision, a significant correlation was seen between the “Promoting key infrastructure projects,” “Learning and growth,” “Responding to public opinion,” and “Making effective use of financial resources and facilities” aspects.
    3. Overall, the aspect that was perceived to be most important was “Promoting key infrastructure projects,” followed, in order, by “Learning and growth,” “Making effective use of financial resources and facilities,” and “Responding to public opinion.”
    The following recommendations were put forward:
    1. A li neighborhood office performance appraisal model should be established, to facilitate the implementation of an effective accountability system.
    2. Efforts should be made to streamline the work undertaken by li neighborhood offices, to reduce unnecessary and burdensome administrative procedures.
    3. Core competency training should be provided to encourage li neighborhood heads and assistant heads to dedicate themselves more whole-heartedly to their work.
    Appears in Collections:[公共行政學系暨研究所] 學位論文

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