績效獎金與行政領導：OECD國家對台灣之啟發   全文下載

Performance Bonus and Administrative Leadership: Lessons Drawn from the OECD Countries

本文首先從管理者和領導者的意義進行闡述與比較。其次，本文整理OECD成員國家關於績效管理制度的一般原則，檢視其中若干成員國家的具體措施，說明有關績效獎金制度與行政領導之間的關連性及兩者未來發展趨勢。第三，透過我國行政菁英對於績效獎金制度相關問題看法，做為精緻化績效獎金制度與強化領導功能的依據。最後，從OECD成員國家的實施經驗與國內行政菁英的調查結果，綜合歸納出建立績效管理文化、調整高級文官薪資結構、以及強化領導訓練與發展之建議。

The purpose of this article is threefold. First, this article elaborates and differentiates the meanings of manager and leader. Second, it reviews the common principles and specific measures of the performance management systems in some of the OECD countries. According to this review, we explain the relationship between performance pay system and administrative leadership, and further identify their development in the future. Finally, based on the OECD experience and the survey results from administrative elites in Taiwan, this article suggests that the civil service in Taiwan should establish a culture of performance management, adjust the pay schemes for the senior civil servants, and strengthen the leadership training and development.