| Organizational performance measurement (OPM) in the public sector has very wide utilities for performance improvement. This study approaches knowledge-based government through OPM from the perspective of an “intra-organizational learning strategy.” Public employees are a valuable pool of professional experience and knowledge for performance improvement. How to encourage public employees to exploit and create their knowledge based on their experience with performance improvement is the theme of this study. Through managing OPM in a stable way, we can identify an organizational system that will facilitate with learning government and a knowledge-based bureaucracy.; This study chooses four independent variables affecting employees' perceptions of learning capability in their organizations: risk-taking culture, leadership, communication, and technological innovation. Most importantly, this study chooses the indicator “acceptance” as a control variable within the relationships between those main variables. As it is discussed in the literature review chapter and supported by the empirical evidence of this study, indicator acceptance (goal acceptance) is a pre-condition for enhancing organizational learning capability through OPM in the public sector.; Some meaningful results are observed through the quantitative analysis and the interview method in this study. Most of all, the indicator “acceptance” plays a significant role as a pre-condition of employee perception of organizational learning. The risk-taking cultural factor is observed to be the most important, influencing employee perception of organizational learning. The five elements of risk-taking culture are also examined theoretically and empirically. As the most facilitative leadership style, authoritative and coach styles are emphasized as the result of survey and interview analysis. In addition, it is observed that public employees want to receive job-related information through formal channels in the communication system.; For intra-organizational learning, this study advises that we have to consider employee acceptance of indicators. Many governments are developing measurement indicators through joint-efforts with citizens groups; it is recommended that governments encourage public employee involvement in developing measurement indicators. |
