Since 2002 Central Personnel Administration carried out the performance bonus management system at administrative departments, the opposite opinions have never died out. The most controversial point is that it is believed this system suits private enterprises more than administrative departments. For years, academic papers have focused more on comparative studies between Taiwan and other countries, or between government institute and private enterprises, but there are only few on different units within public administrative departments. Public schools, in particular, have more difficulties in enforcing and have less aspiration to enforce the system. The purposes of this study are to explore the predicaments and tentative resolutions of public schools. This study apply literary and documents to analyze the differences between administrative departments and public schools. By doing so, the researcher explore the predicaments of public schools and propose possible resolutions to every problem. The methodology is as follows: first, introducing the enforcement process in accordance with literary documents. Second, comparing administrative departments with public schools in the aspects of objectives, organizations and suitable subjects, and the differences would be further analyzed. Third, offering tentative resolutions to the difficulties that public schools should face. The conclusion of this study could substantiate the enforcement of the performance bonus management system. Those who involved in the system execute it authentically would help life up the effectiveness of administration and the quality of teaching in public schools. Moreover, till now only administrative departments care about the practical effects of the performance bonus management system, no one notices the difficulties of public schools. This study could be helpful to arouse the interests of public schools to enforce the system, and also to propose useful strategies for other schools as references.

To upgrade administrative performance and quality of service, enhance the public¡¦s confidence in the government and elevate national competitiveness, the government requires Central Personnel Administration to make government agencies of all levels implement performance bonus system, combined with performance-based pay system, performance management system and performance appraisals adopted by both state-run and private enterprises. However, it is still a matter of opinions whether the system will work in bringing up the morale of civil servants in government agencies, which is worthy of further study by those concerned about public affairs. For the purpose of understanding the validity of performance bonus system executed by Penghu County Government, the study, based on ¡§Performance Bonus Scheme for the Executive Yan ¡® Administrative Agencies of All Levels¡¨ referring to related research papers and commentaries on performance bonus theories by scholars and experts, presents four aspects as to its evaluation: staff members¡¦ identification, administrative policies, effects and learning organization. A survey has been made for all public servants in county government and all agencies under it as well as in city and rural township agencies to attain the goal. Through statistics and analysis, barriers to the system include difficulty in evaluation, no connection between its goal and the prospects and administrative policies of the agency, lack of objectivity in applying the same evaluation to different types of agencies, insufficient inducement as a result of small amount of bonus, unfamiliarity with the scheme. Further analysis leads to the significant findings as follows: as far as identification is concerned, both males and females surveyed are in favor of the scheme, with higher support from personnel with lower education back- ground, non-executive and lower-ranking personnel while younger persons tend to disagree with the perfection of the scheme. In the aspect of administrative policies concerning performance management and evaluation, better-educated persons are apt to regard the evaluation applied to the different types of agencies as objective and more executives than non-executives approve of the objectivity of personal performance evaluation. As for its effects, those surveyed share no obvious differences regardless of age, education back-ground, position and rank; more senior officers agree that those awarded personal performance bonus are not entitled to sharing group performance bonus; All surveyed people, especially seniors, those with shorter record of service, those with high school (or under it) education back-ground and non-executives, identify with it. In view of the above-mentioned problems and findings, the study tries to make some suggestions for improvement: assisting the establishment of performance evaluation mechanism, promoting policy marketing, carrying out personnel involvement, enhancing administration through performance bonus system, flexibly adjusting means of performance management, offering more-profit inducement since the small amount of bonus is not incentive enough, carrying on performance bonus system and integrating it into the organizational culture; bettering the functions of performance evaluation committee, combing administrative performance evaluation, performance bonus system and annual merit evaluation together, building up knowledge-sharing mechanism through group learning.

行政院於民國91年起試辦績效獎金制度，期能激勵員工士氣，建立一個注重績效及提昇為民服務品質的優質政府，復於民國92年起於行政院暨所屬各級行政機關全面實施績效獎金制度，於此終於確立了我政府實施績效管理的機制，正式開啟邁向績效管理的新里程。 本文除就文獻探究理論層面，作更深層的剖析外，並期透過學者專家所作之量化調查資料、部分研究論文所作之實證資料，及先進國家和民間企業實施的經驗，進行實務面的深入探討，期望達到以下研究目的： （一）釐清實施績效獎金制度之績效管理概念，並逐步檢視其立論依據。 （二）探討國外先進國家及我國民間企業所實施績效獎金制度之特色，以為我國借鏡。 （三）探討臺北市政府所屬區公所實施績效獎金制度之具體效益分析及運用，並就實證資料分析，俾提供相關缺失改善建言。 衡諸績效獎金制度實施迄今，不僅為行政機關注入了績效管理的精神，亦使得員工有了新的體認。而本研究更期盼能藉由相關發現及建議，提供政府施政參考，進而提昇公部門之競爭力及實施績效管理的能力。 關鍵詞：績效管理、績效待遇、績效獎金。 / In 2002 the Executive Yuan implemented a test run of the performance bonus system, hoping to encourage and inspire the morale of the staffs and to establish a governing body of excellent quality that focuses on performance efficiencies and on raising the quality of services provided for the people. In 2003 the performance bonus system was officially put into practice in the Executive Yuan and all the administrative authorities of different levels directly under the Executive Yuan, when a mechanism was finally established firmly in the implementation of performance managements in our government. The implementation of such system officially took the country a step further towards a new milestone on the road to performance managements. In this paper not only based on probing into the theoretical level of the academic literatures and made in-depth analysis but also the following research goals are expected to be reached through quantified survey information by scholars and professionals; physical evidences and data from part of the research thesis; and the experiences of implementation from advanced foreign countries and domestic corporate businesses, to make an in-depth discussion with a physical and realistic approach: 1. To make clear the concept of performance management in the performance bonus system and to make a step by step survey on the basis of the theories. 2. To discuss the special features of performance bonus systems implemented by advanced foreign countries and local corporate businesses as a reference and example for our own government organizations. 3. To discuss the concrete analysis and application of performance efficiencies on the implementation of performance bonus system in the district offices governed by Taipei City Government, and to provide comments and suggestions for improvements based on the analysis of physical data and evidences. Since the implementation of the performance bonus system until today, not only are the spirits of performance managements brought into the administrative authorities but the staffs also gained new understanding for the concept. This research hopes to provide references for the government policies through the related findings and suggestions and further improve the competitiveness amongst the governmental departments, and their abilities in the implementation of performance managements. Keywords: Performance Management, Performance Pay, Performance Bonus.

The Performance Management System (PMS) has been introduced in the South African public service with the intentions of monitoring, reviewing, assessing performance, developing underperformers, and recognising and rewarding good performance. This study was undertaken as an attempt to investigate whether the PMS of the Department of Local Government and Housing (DLGH) in the Limpopo Province contributes to the improvement in departmental productivity. The literature review undertaken in this study shows that there is a general poor understanding of PMS in the public service and in the DLGH in particular. It (the literature review) further establishes that there are several challenges that hinder the effective implementation of a PMS in the public service. Other findings of the study include that there is a challenge of biased ratings (subjective assessment), and a setting of unrealistic performance targets which are unrealisable by employees. The foregoing justifies the reasons why productivity levels are not always realised and targets not achieved by the DLGH. The main finding of the study is that, although it plays a significant role in the improvement of productivity, the PMS has not contributed to the improvement of productivity of the DLGH in the Limpopo Province. The main recommendation on the basis of this finding is that there should be a regular and thorough training of officials within the DLGH about the PMS and how it influences productivity. Other additional recommendations include, inter alia, that the Departmental Moderating Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive/disciplinary measures be taken against those who do not comply with the provision of the PMS policy, particularly failure to submit performance instruments. / Public Administration / M Admin. (Public Administration)

The Performance Management System (PMS) has been introduced in the South African public service with the intentions of monitoring, reviewing, assessing performance, developing underperformers, and recognising and rewarding good performance. This study was undertaken as an attempt to investigate whether the PMS of the Department of Local Government and Housing (DLGH) in the Limpopo Province contributes to the improvement in departmental productivity. The literature review undertaken in this study shows that there is a general poor understanding of PMS in the public service and in the DLGH in particular. It (the literature review) further establishes that there are several challenges that hinder the effective implementation of a PMS in the public service. Other findings of the study include that there is a challenge of biased ratings (subjective assessment), and a setting of unrealistic performance targets which are unrealisable by employees. The foregoing justifies the reasons why productivity levels are not always realised and targets not achieved by the DLGH. The main finding of the study is that, although it plays a significant role in the improvement of productivity, the PMS has not contributed to the improvement of productivity of the DLGH in the Limpopo Province. The main recommendation on the basis of this finding is that there should be a regular and thorough training of officials within the DLGH about the PMS and how it influences productivity. Other additional recommendations include, inter alia, that the Departmental Moderating Committee should demand verifiable evidence to justify a higher rating during quarterly assessments, and that punitive/disciplinary measures be taken against those who do not comply with the provision of the PMS policy, particularly failure to submit performance instruments. / Public Administration and Management / M Admin. (Public Administration)