行政院環境保護署人員陞遷之研究

A Study on the Staff Members’Promotions of the Environmental Protection Administration of Executive Yuan in Taiwan

王貴蘭(Kuei-Lan Wang)

指導教授 ： 蘇彩足

國立臺灣大學/社會科學院/政治學研究所/碩士(2007年)

https://doi.org/10.6342/NTU.2007.10228

摘要

各種管理學理論多已明確指出，人力資源發展目的之一，即在協助人員陞遷及成長，進而強化組織功能與競爭力；而陞遷對於員工工作意願及士氣影響甚鉅，允宜重視。行政院環境保護署於民國76年8月由行政院衛生署環境保護局升格改制成立，主管全國環境保護行政事務。環保署成立初期由於職缺甚多，人員陞遷快速，惟亦相對造成其後人員流動緩慢，形成陞遷瓶頸，目前人員普遍久任一職。換言之，環保署人員因進入該署時間之不同，其陞遷機會與速度就有所落差，存有結構性問題，產生立足起始點不公平的現象，即前期進入環保署人員陞遷快速且甚多資淺者權理現象，後期進入人員則限於職缺缺乏陞遷機會甚且毫無陞遷機會，從而會否影響環保署人員工作士氣，及機關整體組織績效？是以，環保署人員實際陞遷現象與問題，是一實值探討之問題。
有關論文結構及相關內容，主要是在客觀組織、人力結構、與陞遷制度各面向，探討公務人員陞遷現象，特別是有關陞遷速度與陞遷機會部分，並以環保署為實證對象，經由文獻探討、及從銓敘部考績資料庫、環保署人事管理資料庫蒐集相關資料，分就環保署的組織與業務、人力結構與素質、及其人員實際陞遷現象等，加以比較分析，並透過深度訪談方式，期能更為深入實務的陞遷運作，最終則是希望解決人員陞遷相關問題，以提昇機關組織人力資源。
本論文最終研究建議包括：一、進行組織改造，規劃增設專業之附屬機關。二、提升簡任官等比例，並強化高階人員功能。三、消除陞遷本位主義，適時改善人員陞遷緩慢現象。四、加強職務輪調，並擴增陞任管道。五、強化在職教育訓練，提升環保專業能力。六、營造溫馨的工作環境，加強組織認同感。七、鼓勵優退，活絡組織人力資源。

關鍵字

環保署人員 ； 陞遷 ； 陞遷速度 ； 陞遷機會 ； 人員流動

並列摘要

A myriad of management theories indicated that one of the purposes of human resource development is to assist the staff promotion and growth; furthermore, to enhance the organizational function and competitiveness. The promotion is the core for staff morale and aspiration. This should be highly valued. In August, 1987, the Environmental Protection Bureau was elevated to the Environmental Protection Administration that has been administering the environmental protection affairs concerned in this country. As there were many member vacancies at the initial period of the Environmental Protection Administration, the staff promotion ran speedily at that time. However, the staff turnover slowed down later and it made the situation that members stayed on the same position for a long time and blocked the staff promotion. In other words, the staff members entered the organization at a different time but their promotion opportunities and speed were not the same. The problem in the organization brought out unfair promotion management. The members that came at the initial stage were promoted speedily, even though those who were not experienced to serve for the higher positions. The members that came at the later stage had to stay at the same position all the time because there was no vacancy for promotion. This affects their morale and organizational performances. Therefore, it is crucial to explore the actual promotion phenomena and problems.
This thesis aimed at exploring the staff promotion for the public officers by the general organization, manpower construction and promotion system. It investigated the promotion opportunities and speed especially, by taking the Environmental Protection Administration of Executive Yuan as an example. The documents and records were collected from government staff examination grades database, and the personnel data of the Environmental Protection Administration were adopted as well. The organization and business, manpower organization, staff quality, and the staff promotion phenomena of the Environmental Protection Administration were analyzed and compared. The in-depth interviews were conducted for better explanations. The final purpose of this thesis was to solve the related promotion problems and to activate the manpower.
The thesis provided the suggestions as:
1.Proceed reengineering in the organization and scheme to add subsidiaries.
2.Raise the percentage of the senior officers and reinforce the functions of the aforesaid officers.
3.Eliminate the promotion sectionalism and accelerate promotion speed timely.
4.Add the opportunities of position turnover and create the opportunities for promotion.
5.Reinforce the inner training and advance the professional ability.
6.Construct the warm working environment and boost the staff’s identity in the organization.
7.Encourage preferential retirement and activate the manpower.

並列關鍵字

staff of E.P.A. ； promotion ； speed of promotion ； opportunity of promotion ； staff turnover

參考文獻

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