嘉義縣基層農會經營績效評價模式之研究

本研究根據農會法對基層農會所設定的宗旨和任務，以及從文獻分析與探討，篩選出基層農會經營績效評價指標，研究目的為檢視嘉義縣基層農會之內、外部環境，釐訂其營運策略，透過評估準則定出各項經營策略之優先順序。主要有三個重要的構面，即信用部、供銷部、和推廣部，在信用構面的評估準則為不良債權回收、農業專案貸款及防制洗錢詐騙等三項。推廣構面的評估準則為舉辦農業推廣活動、加強青農輔導、推廣休閒農業及普及農業知識技術等四項。供銷構面的評估準則為促進農產銷售、產銷調節穩定價格及固定資產合理投資等三項。合計之評估準則共有十項。所擬定的經營選擇策略有主動進取擴大規模、持盈守成微幅成長、順勢操作創新行動和改善問題謀求革新等四項。並利用層級分析法 (AHP) 篩選出各項重要指標。問卷調查對象有21位專家學者，經過一致性檢定，其中有七位不符合一致性檢定，而予以剔除，因此，有效樣本數為14位專家學者。評估結果為三個構面中以信用構面所佔的權重最高為0.412，此顯示基層農會經營績效之良窳，信用部扮演關鍵角色。構面下各項評估指標之權重信用構面以農業專案貸款所佔的權重最高為0.534，推廣構面以加強青農輔導所佔的權重0.320為最高，供銷構面以促進農產銷售所佔的權重0.465為最高。經權重整合後經營評估準則中最重要的是信用構面的農業專案貸款，其整合權重佔0.220，其次是供銷構面的促進農產銷售，整合權重是0.140。居第三位的是信用構面的不良債權回收，整合權重是0.117。評估準則整合權重最低的是推廣休閒農業，權重只有0.029。權重整合後的選擇策略以主動進取擴大規模（S1）為最優先策略，其整合權重佔0.366，持盈守成微幅成長（S2）策略的整合權重最低為0.135，此顯示基層農會經營策略應以主動進取擴大規模為優先選擇之策，持盈守成微幅成長為最保守的策略。

關鍵字

基層農會；層級分析程序法(AHP) ；績效評價； SWOT

並列摘要

The purpose of this study is to explore the internal and external environment of the local farmers’ associations in Chiayi County, set up their operating strategies, and determine the priority of various operating strategies through evaluation criteria. The evaluation criteria are in the light of the objectives and tasks set by the Farmers Association Law for the local farmers' associations. This study proposes three foremost dimensions of performance evaluation, the credit department, the supply and marketing department, and the agricultural extension department. The criteria for evaluating the dimension of credit department include the collection of non-performing loans, agricultural project loans and prevention of money laundering fraud. The criteria for evaluating the dimension of agricultural extension department consist of holding agricultural extension activities, strengthening the guidance of young farmers, promoting leisure agriculture and disseminating agricultural knowledge and technology. The criteria for evaluating the dimension of supply and marketing department consist of facilitating agricultural product sales, adjusting production and sales to stabilize price, and investing on the fixed assets reasonably. There are ten assessment criteria in total. The proposed operating strategy which includes proactive and enterprising to expand scale, maintaining profitability to pursue slight growth, taking advantage of the trend to operate innovative actions and improving problems to seek upgrading. And apply analytical hierarchical process (AHP) method to screen out various important indicators. There are 21 experts and scholars in the questionnaire survey. After the consistency test, seven of them are not in conformity with the consistency test and are eliminated. Therefore, the effective sample number is 14 experts and scholars. The evaluation result shows that the highest weight of the credit dimension among the three dimensions is 0.412, which indicates the credit department plays a main role and relation to the performance of the local farmers' associations. Regarding the weight of each evaluation indicator under each dimension, agricultural project loans accounted for the highest weight of 0.534 in the credit dimension, strengthen the guidance of young farmers accounted for the highest weight of 0.320 in the extension dimension, and facilitate agricultural product sales accounted for the highest weight of 0.465 in the supply and marketing dimension. By the weight integration, the most important operational evaluation criterion is the agricultural project loan of the credit dimension, whose integration weight accounts for 0.220, followed by the supply and marketing dimension to promote agricultural product sales, integration weight is 0.140. Ranked third is the collection of non-performing loans in the credit dimension, with an integration weight of 0.117. The lowest integrated weight of the evaluation criteria is to promote leisure agriculture, integration weight of only 0.029. The option strategy after weight integration， proactive and enterprising to expand scale as the top priority strategy, integration weight accounts for 0.366. The integration weight of the strategy of maintaining profitability to pursue slight growth is lowest for 0.135, which shows that the management strategy of local farmers’ associations should proactive and enterprising to expand scale as the first choice, maintaining profitability to pursue slight growth is the most conservative strategy.