美國職業安全與衛生署（ Occupational Safety and Health Administration; OSHA）近來所進行的管制革新係集中於兩個方向：第一，改變傳統命令與控制的管制策略，朝向夥伴關係的管制途徑；第二，建構績效評量系統，並將管制工作的重心由「過程」的監控，轉移至「結果」的監測。本文將提供一個整合性的架構以了解及評估OSHA在實施上述管制革新之後的組織效能，而評估的結果也顯示，OSHA自1993年進行管制革新以降，其績效確有顯著增進。此外，本文對於OSHA組織結構的評估也顯示，集中的組織型態似乎是其革新成功的主要因素之一。

The Occupational Safety and Health Administration (OSHA) has been undergoing regulatory reform in two major directions. One is to change OSHA’s fundamental operating paradigm from command-and-control to partnership. The other is to develop a performance measurement system that shifts the focus from tracking enforcement activities to monitoring regulation results. The present study proposes an integrated theoretical framework to examine the organizational effectiveness under OSHA’s revised system. The assessment on outcomes shows a salient improvement since the beginning of OSHA reform in 1993. The analysis on structure measures also suggests that OSHA’s centralized form can be a positive factor given the context. It is concluded that organizational change, if properly designed to align with the environment, is a crucial factor of successful regulatory reform. Future studies may find it useful to refine the operationalization of the variables proposed in this paper and specify statistical models to test the program effects empirically.