A Study on the Imbalance Factors in the Management Evaluation System for Government-Invested Institutions
Asian Tax Journal Vol. 9 No. 3 (2008), pp. 191-223
Abstract
This study analyzes survey data from internal members and external experts to propose improvements for the horizontal balance of the management evaluation indicator system and the vertical balance emphasized in the Balanced Scorecard (BSC) for 13 government-invested institutions. For a management evaluation system to function effectively as a management tool, its components—evaluation indicators, methods, and weights—must be appropriately set and operated (horizontal balance), and a systematic causal relationship must be established between evaluation perspectives (vertical balance). Based on the survey analysis, this study derives rational improvement measures for the current evaluation system. The results are as follows: First, for systematic operation, institutions must clearly define their future vision and strategies, and indicators must be linked to manage these goals. Second, to respond flexibly to changes in the management environment, evaluation methods based on performance against targets or goal-setting are analyzed as desirable for flexibility and motivation. Third, weights for evaluation indicators should be set by considering the importance of institutional strategies and operational activities. Fourth, legal and institutional improvements are necessary to allow internal capabilities to influence project execution, thereby establishing a culture of autonomous management. Fifth, a consensus on the concepts of public interest and profitability must be reached among internal members to provide a foundation for consistent implementation.
Keywords
- Evaluation Indicators
- Horizontal Balance
- Vertical Balance
- BSC
- Management Evaluation System
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