Taiwan's public museums implemented the performance-based management for years, however, both the government and the academia have not given much attention to its effectiveness. In reality, how has the manipulation of the performance measures affected the administration of Taiwan's public museums? Does it really help museums accomplish their missions and duties? Though this article does not touch the analysis and discussion of these questions, it focuses on the concept and content of performance evaluation, and reviews documents and internet resources to study the outcome of performance-based management in foreign museums. Specifically it draws on the annual reports and the assessment of performance measures from the Museum of New Zealand Te Papa Tongarewa, in an attempt to clarify the categories and methods of measurement that should be included in a comprehensive evaluation. Lastly, the National Palace Museum's performance measures is used as a domestic example. It is hoped that through this study of comparing and contrasting foreign measures with domestic evaluations, Taiwan's museums will get some suggestions for the performance-based management both in conception and in operation.