2009年台北聽障奧運志工人力資源管理之研究

我國為爭取在國際舞台曝光的機會，自1900年開始至今申辦過五次國際賽會，但都失敗；直至2003年2月27~28日出席大會，由於先前改變策略，化被動為主動，因此順利取得2009年聽障奧林匹克運動會主辦權，由於聽障運動會是由一群聽障朋友來比賽，所需的人力要比一般國際賽會來的多，故需大量的志工且志工必須作特殊能力的訓練與培養，為使舉辦時大會各項工作得以順利進行，志工人力資源的管理就顯得格外重要，因此本文希望透過人力資源管理的理論與概念，將志工人力作有效管理並透過有計畫的訓練，使志工的專業能力得以有效發揮，讓台北聽障奧運會能順利圓滿舉辦完成，並讓世界各國知道台灣也具有舉辦國際賽會能力。

關鍵字

志工；人力資源管理；聽障奧運會

並列摘要

In order to expose Taiwan to the international arena, we had applied for international games five times since 1900, but all failed. Until the conference from the 27th-the 28th of February in 2003, Taiwan changed the tactics, took the initiative and finally obtained the right to host the 2009 Deaflympic Games. Due to the participants were deaf, more staff were needed than common international games. Therefore, a large number of volunteers with special training were required. In order to make the games function smoothly, the management of volunteering program was essential. This study was to investigate through theories and concepts of human resources management. The volunteering resources could be effectively control1ed and properly trained. Thus, the volunteers' professional ability could be performed wel1. The 2009 Taipei Deaflympic Games would be run and finished satisfactorily. Consequently, Taiwan would be known to be capable of holding international games successfully.