Since 2004, Korean Government has introduced relative evaluation system into the public service organization, at the peril of its negative aspects, to enhance the competitive circumstances in the arena of Public service providing games. And the new Lee Myung-Bak Government is preparing, with vigorous intention, to privatize major public companies such as KEPCO and government owned companies. Restructuring the evaluation system is now became a compulsory issue for the conceived Public companies as to adapt to the privatized context of competition which would be realized in near future. The goal of this case-based research is to learn from the French evaluation system in the realm of public services for their long historical and dynamic changes of evaluation actors, systems, and applications. Swinging from public to private and also from private to public, French system is now strongly oriented to the customer satisfaction and to the socio-econo balanced performance of public companies. The implications of this research, for the autonomous, transparent, and satisfied evaluation system, could be quite clear for Korean public companies as well as Korean government, that actual standardized/rigid evaluation criteria and indicators should be complemented with more segmented indicators and long-term contract MBO based criteria including those of Bilan Social measurement, according to the size and/or the nature of the business in which Korean public companies are indulged.