平衡計分卡應用於警務機關之績效評估

By Using the Balanced Scorecard on the Performance Evaluation of Police Agency

陳明哲(Ming-Che Chen)

指導教授 ： 楊錦洲

中原大學/工學院/工業工程研究所/碩士(2003年)

https://doi.org/10.6840/cycu200300586

摘要

論 文 摘 要
就警務機關而言，對於績效的管理與評估，在傳統上大多以刑事案件破獲與取締交通違規為主要績效評估依據，此一類之評量指標經常為學者或一般民眾所詬病，認為僅偏重於狹義的治安指標，而與民眾的需求有所落差，確實有亟待改善之處，因此本研究旨在協助警察分局建立一套明確的績效衡量方法，以多個不同構面的績效衡量機制，改善傳統績效評估之缺失。
本研究擬以平衡計分卡的模式，結合警察分局在現有的各項績效管理制度下，以平衡的概念以達成滿足外部（主管機關與民眾）需求、提升內部（流程與成長）活動管理績效、兼併考量客觀與主觀績效指標，建構一個適用於警務機關的績效管理機制，本研究在計分卡的構面上，將以如下四個構面加以規劃與設計：
1. 以獲「主管機關」信賴為觀點的構面。
2. 以強化「民眾」服務、滿足「民眾」需求為觀點的構面。
3. 以提升「內部程序」管理效率為觀點的構面。
4. 以不斷創新的「學習與成長」為觀點的構面。
本研究實際的流程作法，係將警察之四大任務與分局之組織願景完成連結工作，並適時定義分局所欲達成之警政方針，再依上述所設定之四個構面，展開平衡計分卡的策略目標與指標，以及明確行動方案之規劃與實施。
基於此，本研究已建構一個可具體執行的架構，應可為各級警務機關後續進行績效管理或欲建立平衡計分卡時之參考模式。

關鍵字

績效評估 ； 警務機關 ； 策略 ； 平衡計分卡

並列摘要

Abstract
In traditional management of police agency, performance management and measurements were based on the amount of cracking criminal cases and prohibiting cases of breaking traffic rules. These kinds of performance indicators are usually challenged by scholars and the public, they perceived a gap between narrowed indicator of public security and the public’s requirements. There is certain space for improvement. The purpose of this study is to assist police precinct in establishing a precise performance measuring system by using multi-objectives of performance measurement machenism to improve the shortcomings of traditional way.
The study modify the Balanced Scorecard model through integrating all system in police precinct to satisfy external (upper management and the public) requirements and promote internal (flow and growth) activities’ performance that combines objective and subjective performance indicators in constructing suitable Balanced Scorecards for police agency. There are 4 perspectives of scorecards planned and designed in this study as below:
1. The perspectives of obtaining trustfulness from upper office.
2. The perspectives of enhancing services for the public and meeting requirements of the public.
3. The perspectives of promoting efficiency of internal processes.
4. The perspectives of innovation learning and growth endlessly.
The establish process of this study includes Ⅰ) to link 4 main missions of police with police precinct’ organizational vision and define administrative policy of police precinct firstly, Ⅱ) to deploy strategic objectives and indicators of Balanced Scorecards according to above mentioned 4 perspectives, and Ⅲ) to identify plans and implements of action proposals.
Base on these, our study has developed a solid and workable structure. This structure can be a reference model in proceeding performance management or building Balanced Scorecards for every level’s police agency in the future.

並列關鍵字

Police Agency ； Performance Measurement ； Strategy ； Balanced Scorecard

參考文獻

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