摘要
行政院人事行政總處為強化人事人員職務歷練及擴大人事機構間的交流比例，自106年起實施「強化人事人員職務歷練作業規定」（下稱職務歷練規定），並以此擘劃人事人員之職涯發展藍圖。有鑒於該規定緊密結合「歷練」及「陞遷」兩要素，對人事人員職涯發展權益影響甚大，故本研究將先後以文獻分析法及半結構式訪談法，分別以制度層次、組織層次及個人層次深入探討職務歷練制度之制度設計、實務運作情形及其所帶來之影響，並梳理出以下研究發現與建議： 一、在制度層次部分：首先政策主管機關宜儘早完備輪調作業機制，使輪調規範更臻明確及建立後續評估機制，避免制度參與者僅侷限於特定範圍人員；其次，針對關鍵職務預為規劃接班人選，就具發展潛能者擬定輪調計畫，進行系統性培育，避免組織因實施輪調而產生人才斷層危機。最後，就無所屬或內部未分科之人事機構增訂配套措施，以兼顧類此機關同仁陞遷權益。 二、在組織層次部分：應強化輪調人員訓練支持系統，以縮短渠等人員適應及學習歷程，提升輪調成效；另各人事機構宜致力於落實檔案管理及制定標準作業流程，減少因實施歷練政策而產生之負面影響。 三、在個人層次部分：建立人事人員健康之輪調觀念，將目前的輪調行為從「陞遷導向」轉換為「成長導向」，進而減輕輪調人員因過客心態對組織產生的不利影響。
並列摘要
Directorate-General of Personnel Administration, Executive Yuan has implemented the "Directions for Strengthening the Job Rotations of Personnel Officials"(hereinafter referred to as “the directions”) since 2016, to ensure that government personnel officials can experience different job tasks and to increase the exchange among government personnel agencies Given that the directions closely combine "job rotation" and "promotion", which impact greatly on personnel officials’ career development, this study will first analyze the content of the directions with a literature analysis method, and propose expected benefits and potential problems. Next, the semi-structured interview method will be used to discuss the implementation of the directions and their impact on the system-level, organizational-level and individual-level respectively Finally, the study will propose some recommendations for policy improvement. This study summarizes the following findings and recommendations: I. At the system-level: First, the policy authority should complete the rotation mechanism as early as possible to make the rotation regulations clearer and it should establish a follow-up evaluation mechanism to prevent participants of the job rotation program from being limited to certain officials. Secondly, the policy authority should look for succession candidates for some key positions in advance, devise a rotation plan for those with potential, and train them systematically to avoid the risk of talent gaps due to the implementation of the rotation. Finally, supplementary measures should be formulated for personnel agencies without affiliation or internal divisions to take care of the promotion rights for the officials in such agencies. II. At the organizational level: The training support system for personnel officials who rotate jobs should be strengthened to shorten the adaptation and learning period and improve the effectiveness of rotation. In addition, personnel agencies should devote themselves to implementing file management and formulating standard operating procedures to reduce the negative impact caused by the implementation of the rotation. III. At the individual level: A healthy rotation mindset should be established among the personnel officials: from current "promotion-oriented" rotation to "growth-oriented" one. This way, those who rotate jobs will not consider themselves as temporary staff in the assigned agency thereby reducing the adverse impact on the organization.