| dc.contributor.advisor | 吳安妮 | zh_TW |
| dc.contributor.author (Authors) | 林雅婷 | zh_TW |
| dc.creator (作者) | 林雅婷 | zh_TW |
| dc.date (日期) | 2005 | en_US |
| dc.date.accessioned | 18-Sep-2009 09:02:51 (UTC+8) | - |
| dc.date.available | 18-Sep-2009 09:02:51 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-Sep-2009 09:02:51 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0093353012 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/34221 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 會計研究所 | zh_TW |
| dc.description (描述) | 93353012 | zh_TW |
| dc.description (描述) | 94 | zh_TW |
| dc.description.abstract (摘要) | 國內醫療產業競爭激烈，醫院管理者除了必須制定適宜的經營策略以為因應，還需擁有良好的策略執行能力，而平衡計分卡提供了一個將策略轉換成行動方案的完整架構，能夠提升整體績效，進而落實使命願景。 國內外關於平衡計分卡對組織及員工之影響與效益的學術研究不甚豐富，且多以營利組織為對象，而本研究將以國內某教會醫學中心為研究對象，透過問卷調查、蒐集實際績效資料的方式，探討實施平衡計分卡對於員工認知評價及組織績效之影響。 研究結果發現：(1)個案醫院員工認為實施平衡計分卡對整體組織及員工個人有顯著影響；(2)不同職務階層的員工，對於平衡計分卡的認知評價有顯著差異，且主管比非主管來得好；(3)部門推行平衡計分卡的時間越長，員工對此制度的認知評價越佳；(4)實施平衡計分卡對個案醫院組織績效似有正向之影響。 本研究結果不僅能幫助個案醫院審視平衡計分卡的施行現況，亦能提供其他醫療院所作為導入平衡計分卡之參考。 | zh_TW |
| dc.description.abstract (摘要) | With the increasing competition in domestic medical industry, hospital management should make effective strategies. Besides, they still need to have good competence to implement their strategies. Balanced scorecard (BSC) offers an intact framework changing strategies to action plans. It can improve the organizational performance, and therefore achieve the mission and vision desired. It is not very plentiful in academic research regarding the effects and benefit of BSC to organizations and employees, and most of their objects are profit organizations. This research will take a large Presbyterian hospital as a research object, judging from questionnaire we’ve made, and the way of collecting performance information, to find the effects of BSC to the organizational behaviors and organizational performance. The results of this study show that: (1) the implementing of BSC has apparently influence on the case hospital and its employees. (2) Different hierarchy has different evaluation on BSC, and management has better evaluation than non-management. (3) The longer of the time it takes to implement BSC, the better the departments will evaluate it. (4) It seems that implementing BSC will have positive influence on the case hospital’s performance. The results of this study can not only help the case hospital to examine the effectiveness of implementing BSC, but also serve as a reference for other healthcare providers to adopt BSC. | en_US |
| dc.description.tableofcontents | 壹、緒論 1第一節 研究動機 1第二節 研究目的 3第三節 研究問題 4第四節 研究貢獻 5第五節 論文架構 6貳、文獻探討 7第一節 非營利組織經營及績效管理 7第二節 平衡計分卡應用於非營利組織或醫院 18第三節 平衡計分卡對員工認知評價及組織績效影響相關研究 32第四節 研究延伸 41参、個案醫院 44第一節 醫療產業簡介 44第二節 個案醫院簡介 47第三節 個案醫院在平衡計分卡之推動與發展 49肆、研究方法 56第一節 觀念性架構 56第二節 研究方法 57第三節 探索性假說 60第四節 資料蒐集與樣本選取 65伍、研究結果與分析 69第一節 問卷回收情況 69第二節 平衡計分卡對員工認知評價影響之分析結果 71第三節 平衡計分卡對組織績效影響之分析結果 78陸、結論與建議 80第一節 研究結論 80第二節 研究限制 83第三節 建議與未來研究方向 84參考文獻 86附錄；研究問卷 89 | zh_TW |
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| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093353012 | en_US |
| dc.subject (關鍵詞) | 平衡計分卡 | zh_TW |
| dc.subject (關鍵詞) | 醫院 | zh_TW |
| dc.subject (關鍵詞) | 員工認知評價 | zh_TW |
| dc.subject (關鍵詞) | 組織績效 | zh_TW |
| dc.title (題名) | 實施平衡計分卡對員工認知評價及組織績效之影響─以北部某醫學中心為例 | zh_TW |
| dc.type (資料類型) | thesis | en |
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