公立博物館經營績效評估指標建構之研究

A Study on Constructing Performance Evaluation Indicators for the Operation of Public Museums in Taiwan

本研究旨在以平衡計分卡理論探討公立博物館經營績效評估指標內涵與權重體系，首先經由文獻分析、專家訪談結果，發展問卷架構雛型，再施行三回合德懷術問卷後，最後以中央和地方層級公立博物館進行相對權重問卷。本研究主要貢獻在於第一、提出一套具體的公立博物館績效評估指標，內涵包括5 大構面、14 項策略目標和60 項策略性衡量指標，各指標並有不同適切等級及適用順序之參考建議。第二、分別以中央和地方層級公立博物館為對象，暸解其指標系統相對權重之差異性，以發展不同的營運策略。研究結果發現，公立博物館經考量組織特質和現況，為因應環境或任務變動適時調整，酌以修改平衡計分卡模式，使得應用價值更高，可行性和合理性獲得支持。本研究印證人力資源應可涵括在學習與成長構面，以及社區指標包含在內部流程構面。另外發現明確清晰的組織願景之重要性最高，顯見其對於非營利性博物館確實具指標性作用，然與目前實際現況似有出現脫勾現象。同時發現「顧客」奠定博物館永續發展的基石，特別是服務品質，呼應諸多文獻再三突顯顧客服務的重要性。另一個特別的重要發現，「財務」構面在公立博物館之重要性相對不高，對中央層級尤較不重要，與文獻明顯有所差異。最後發現，「專業創新」對中央層級特顯重要，「資訊科技應用」重要程度同為最低，應可看出中央和地方層級普遍有資訊能力不足的現象。

This study aims to construct performance evaluation indicators for the public museums in Taiwan. The findings reveal that the Balanced Scorecard can be a useful instrument for connecting the museum’s visions and strategic goals and evaluating its performance. It can assist the pubic museums in operating optimally as the management provides a holistic approach. To adapt to environmental change and organizational goal, the BSC can be modified for use in public museums by rearranging the scorecard structure. Besides, Delphi and AHP can provide sufficient expert knowledge in rating the possible impact of each indicator. Finally, the paper suggests a BSC evaluation framework for public museums, including 5 perspectives, 14 strategic objectives and 60 indicators with different appropriateness and priority in application. Due to the uniqueness of each museum, it can choose or develop the performance indicators that best reflect the nature and need of the museum. This study seems to highlight the strategic management and the importance of the vision of the museum to guide the selection of the PIs. The findings also reveal that human resources should be covered in the learning and growth perspective, and community indicators are included in the internal process perspective. It is not surprising to note that the customer measures are still important as the core measure of success, especially about the service improvement. The study also appears that the financial perspective and PIs are not afforded much importance as they should be. Another fact is that professional innovation is given high priority that may lead to achievement of competitive advantage, especially for the central public museums. Furthermore, the relative unimportance of technology application may be interpreted that public museums are lacking the competency of information technology.