A Study on Operative Performance Evaluation Indicators in Secondary and Elementary School Gymnasiums--- A Case Study on Taipei County Yingge Vocational High School

• Main Authors: Kuo, Wen-jen, 郭文仁
• Other Authors: Shih, Chih-pin
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/80663887616935471240

碩士 === 國立臺灣師範大學 === 體育學系在職進修碩士班 === 92 === This study aimed to research on operative performance evaluation indicators in Secondary and Elementary school gymnasiums, taking Yingge Vocational High School Gymnasium as the study case. The study, based on the analysis of government laws and regulations, as well as on the domestic and foreign literature review, probed into the gym’s present operative conditions and its future plans, through the results of the interviews with the school administrators and the analysis of case data collected. In addition, questionnaires were adopted to collect data from the school community. After analyzing the Customers’ expectations towards the gym’s future operative performance, Balanced Scorecard (BSC) was adopted, and with the reviewing and revising of experts and scholars, the operative performance evaluation indicators of Yingge Vocational High School Gymnasium was constructed. And the research results were listed below: 1. The case’s present operation: In “Safety and Management” dimensions, principles and policies were properly set up and proclaimed. However, the Management Committee has not been set up, and the regular performance appraisals have not been fully implemented. And there was a lack of “Marketing and Activities”. As for its “Budget Operation”, the case took public-raise-public-operate mode. The financial was mainly supported by the annual budget from Taipei County Government. And the case had no independent budgetary items. The office of general affairs and the office of students’ affairs were in charge of “Human Resource”. But none of the faculty of the case was specific-duty and full-time staff. 2. “Community Expectation”: The local citizens value highly on aspects such as safety, hygiene, comforts, service attitude and management strategies of the activity and its surroundings. Moreover, the expectation showed its need for customer-oriented entrepreneurial management. And the operations were expected to show inclination to business dynamics than static management. 3. The operative performance evaluation indicators: (A) Mission and Financial perspective included 4 lagging indicators, 5 leading indicators and 9 acting projects. (B) Customer perspective on included 3 lagging indicators, 3 leading indicators and 5 acting projects. (C) Internal Business Processes perspective included 4 lagging indicators, 6 leading indicators and 15 acting projects. (D) Learning and Growth perspective included 4 lagging indicators, 5 leading indicators and 12 acting projects.