經濟學名言：「資源稀少與人類慾望無窮是經濟問題產生的根本原因。」在官僚體系，職位有限，人員難以隨著年資成長，而登其高位，本是制度上限制，若再加上考績甲等名額設限，無疑形成雙重限制。我國人情文化流傳已久，若硬要使之消聲匿跡，則是難上加難。 當政治與行政觀點發生衝突時，一般以政治觀點為優先考量，考評者在甲等名額設限下，往往犧牲少數弱勢族群，因為「欺軟」反彈低，報復性少，對組織殺傷力較小，俗話說：「會吵的孩子，才有糖吃」。 「綜覈名實、信賞必罰」乃是考績之旨，但是加上甲等與丙等名額限制規定，無疑劃地自限，硬要分出優劣，造成零和遊戲，誰願意嚐到考績乙等或丙等滋味？會產生良性競爭機率較大嗎？還是產生惡性競爭，一再上演同室操戈之戲？這樣能經由考績而激勵公務人員 勤勉任事，提昇組織績效嗎？ 1993年，美國前總統柯林頓政府於「重建政府計畫」中提及賦予公務人員活力，以獲致成果，形成管理者與員工之間的協力關係。 管理者於平時要協助屬員排除困難，達成工作目標；而屬員要提供工作情形反饋於管理者，相輔相成，進而提昇組織效能。而不是用考績甲等名額設限，來迫使同仁彼此間一較長短，非得爭出勝負，才能符合規定，這如何激勵同仁間相輔相成呢？ 法的性質具有科學性，得以理論奠定實踐基礎，並以實踐而檢驗理論之真偽。有鑑於此，在考試院於94年6月30日通過「公務人員考績法修正草案」之際，本論文透過考績法規研析、相關文獻分析、基層機關及學校之實證研究，以探討有關考績普遍產生之問題，並了解如何建立理想之考績制度，綜合提出改革之建議，以作為有關機關及後續研究者之參考。 There are limited positions in any bureaucratic system. Organizational workers face promotional obstacles even with their increasing service tenure. Combined with the year-end performance review and its limited first grade performance quota, these institutional restrictions create serious difficulties for organizational workers. The existence of interpersonal connection and culture has been very common in Taiwan’s bureaucracy. It is almost impossible to make this kind of interpersonal culture disappeared. Political consideration always has the advantage over administrative practice and need when these two standpoints are in a conflicting situation. Most of the time, minority in any organization might face some unequal or unfair treatment due to the limited quota of first grade performance review. Minorities usually have less resources and power to compete with those majorities who control better resources in any organization.
The objective of the performance review is to make appropriate appraisal and punishment through the complete evaluation. However, the limited quota of the first grade performance review makes the evaluation like a zero-sum game. It makes the review unfair and inefficient. Moreover, performance review creates negative effects for organizational workers who are fighting with each other in the pursuit of the limited first grade performance quota. This kind of performance review, indeed, hurts organization morale and thus potentially diminishes organizational efficiency and performance.
Former U.S. president Bill Clinton mentioned the importance of giving enough innovation and flexibility to public workers in 1993. This project attempts to establish a collaborative relationship between management and public employees. The objective of this collaborative relationship is to improve organization efficiency as a result of mutual help between administrators and their subordinates.
One of the properties of the law is the existence of scientific characteristic. The so-called theories have to be tested by practices as a proof of the explanatory effectiveness in the real world. The Examination Yuan of Taiwan passed in June 30, 2005. The aim of this thesis is to make practical suggestions about performance review for organizations by analyzing the current performance review law and its related literature. A survey of the real practices of performance review has been employed in this study. The author hopes to make humble contribution for organizations and researchers in their understanding and improvement of the performance review.