大學體育館營運績效指標之個案研究‾—以國立台灣大學綜合體育館為例

A Study of Operative Performance Appraisal Indicators in University Gymnasium

蔡秀華(TSAI HSIU-HUA)

指導教授 ： 鄭志富

國立臺灣師範大學/運動與休閒學院/體育學系/碩士(2001年)

摘要

本研究旨在探討大學體育館營運績效指標，並以國立臺灣大學綜合體育館為個案，分析其營運現狀，進而對個案現行營運績效評估進行檢核，然後據以建構其營運績效指標並分析指標各層級之權重。
本研究引據平衡計分卡發展之觀點，透過文獻分析及專家訪談，明瞭個案實際營運狀況，分析其現行營運指標內涵，進而建構個案營運績效指標類目，並採用分析層級程序法（Analytic Hierarchy Process ；AHP）分析各指標之權重，提出專家對各指標構面及關鍵驅動因素重要性的看法，研究結果顯示：
一、個案目前營運採公辦公營模式，財務上需自負盈虧，組織架構設計為中心制度，但尚未落實，人力資源則主要為校內主管、體育教師及約僱人員。
二、個案目前未建立績效評估制度，主管所重視之營運績效指標，尚能歸納在平衡計分卡（Balanced Scorcared；BSC）顧客、財務、內部程序及創新與學習構面中，但均衡度不足，仍須進一步建構。
三、本研究建構之個案營運績效指標，為財務等四大構面、創造利潤等十三項關鍵驅動因素及五十三項行動指標。
四、個案營運績效指標權重分析結果，學者專家認為財務構面最重要，顧客構面次之，其次為內部程序及創新與學習構面。
關鍵字：體育館、績效評估、平衡計分卡、分析層級程序法

關鍵字

體育館 ； 績效評估 ； 平衡計分卡 ； 分析層級程序法

並列摘要

The research attempted to probe into operative performance appraisal indicators in university gymnasium and took National Taiwan University Sport Center as study case. Moreover, it was designed to analyze its present operative condition and examine the existing operative performance appraisal system. Based on the literature review, constructing its operative performance appraisal indicators and each level’s weight.
The research took the perspective of Balanced Scorecard (BSC), through document analysis and expert interview, to realize the practical operative condition of the case and analyzed the intension of its existing operative indicators, and then constructed operative performance appraisal indicator category for the case. Furthermore, Analytic Hierarchy Process (AHP) was used to analyze each indicator’s weight, and propose the expert’s opinions toward each indicator phase and importance of key driving factors. The results showed that:
1. The case’s operation currently takes public-raise-public-operate mode. It has to be financially responsible for its own profits or losses. The organizational structure is designed as central system, which has not yet being fully implemented. Human resource mainly includes school department directors, athletic faculty, and employees.
2. The case has not yet constructed an operative performance appraisal system. The operative performance indicators which being placed importance on by directors can be included in Customer Phase, Finance Phase, Internal Process Phase, and Innovation and Learning phase of BSC. However, the balance of the indicators was not quite well and has to be further reconstructed.
3. The operative performance appraisal system constructed by the research creates 13 key driving factors and 53 acting indicators (Profit, etc.) for 4 main phases (Finance, etc.).
4. As to the analyzed result about operative performance appraisal indicators’ weight of the case, the experts deem that Finance Phase was most important, Customer Phase was Inferior, and Internal Process Phase and Innovation and Learning were further inferior.
Key words: gymnasium, performance appraisal, Balanced Scorecard (BSC),
Analytic Hierarchy Process (AHP)

並列關鍵字

gymnasium ； performance appraisal ； Balanced Scorecard (BSC) ； Analytic Hierarchy Process (AHP)

參考文獻

鄭志富（民87）：全國各級學校運動場地設施調查研究，教育部委託國立臺灣師範大學體育研究中心研究專案，頁10。

黃政傑、李隆盛等（民85）：中小學基本學歷指標之綜合規劃研究，國立臺灣師範大學教育研究中心專案。

吳崇旗、周靈山（民90）：落實體育運動場館「使用者付費」觀念之探討，大專體育，56，頁59-63。

林國棟（民85）：學校體育之運動設施事業，大專體育，28，頁29-45。

陳五洲（民88）：學校運動設施之經營與管理，1999運動場館規劃設計報告書，中華民國大專院校體育總會。