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宗教團體人力資源的社會心理基礎-台北市保安宮志工參與的因素分析

The Social Psychological Basement of Religious Groups' Human Resource-An Analysis on the Factors of Volunteers' Participation of Baoan Temple in Taipei

摘要


志工投入社會活動已變成文明國家的主要象徵,台灣在經濟所得與教育水準提升之後,也逐漸形成志工團體在非營利組織的活潑現象,其中宗教團體內部志工活動頻繁。 本研究為了要理解台灣地區宗教團體內部的志工參與宗教活動的內在因素,以台北保安宮為研究對象,焦點放置在: 1.宗教團體志工投入宗教活動是否受其「宗教信仰」所影響? 2.是否有其他因素造成這些人願意擔任宗教團體志工? 3.宗教團體志工的參與動機是否異於其他類型志工? 研究發現保安宮的志工參與動機具有台灣地區人民宗教觀念的特殊性,也證實過去志工參與的部分理論。

並列摘要


Volunteers participate in social activities has become a crucial symbol in a civilized country. When people have upgraded their economic income and education degree, more volunteer groups form vividly. Among these volunteer groups is the religious groups work actively. This study is for understanding the interior factors why these volunteers of religious groups attend religious activities. I choose the Taipei Baoan Temple as a case, research the following questions: 1. Will volunteers of religious groups attend religious activities influenced by their faith? 2. Are there any other factors that influence them become a volunteer? 3. Does the drive of religious volunteers differ from the drive of other kinds? We find that volunteer participative drive is very special in the case of Taipei Baoan Temple; it includes people's religious ideas in Taiwan, and therefore verifies partial drive theories of volunteer participation before.

參考文獻


Brooks, Authur C.(2002).Can Nonprofit Management Help Answer Public Managements 'Big Questions'?.Public Ad-ministration Review.62(3),259-266.
Kettl, Donald F.(ed.),Milward, H. Brinton(ed.)(1996).The State of Public Management Baltimore.London:The Johns Hopkins University Press.
Ellis, S. J.,Noyes, K. K.(1990).By the People: A History of Administration as Volunteers.San Francisco, C.A.:Jossey-Bass.
Fischer, L. R.,Schaffer, K. B.(1993).Older Volunteers: A Guide to Research and Practice.Newbury Park, C. A.:Sage.
Smith M. M.,Bigelow, B.,Crittenden, W.(1999).Research on Strategic Management in Nonprofit Organizations: Synthesis, Analysis, and Future Directions.Administration and Society.31(3),378-423.

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