行政機關員工工作身分對組織公民行為的影響之探討 ─以職業訓練局及所屬機關為例

A Study of the Relationships among Work Status of the Personnel in Administrative Organization and Organizational Citizenship Behavior- Bureau of Employment and Vocational Training and Affiliated Organizations as Example.

李宜興(Yi-Shing Lee)

指導教授 ： 辛炳隆

國立臺灣大學/社會科學院/國家發展研究所/碩士(2006年)

https://doi.org/10.6342/NTU.2006.01736

摘要

政府效率為國家競爭力評估的重要指標，追求績效的持續提升，為各界所重視，惟行政績效提升的關鍵因素，在於有效的人力資源管理，將員工視為為組織中最重要的資產，有計畫的發展人力資源，以發揮員工的潛能。主管人員若能營造一個適合展現組織公民行為的環境，將能促進組織績效的提昇。
過去以工作身分為自變項的研究發現，臨時工作人員比正式職員較少投入於工作，也較少有積極的態度與行為表現，正職人員則因工作穩定，並以積極的態度從事其工作，其組織公民行為表現較好。本研究以職訓局及所屬機關人員為研究範圍，並以工作身分為自變項，組織公民行為為依變項，以員工選擇擔任現職工作的原因為干擾(調節)變項，分別探討其關係與影響，希望經由實證研究分析提出建議，提供政策主管機關參考。
研究結果發現，臨時人員在組織公民行為各構面中，敬業、守分、參與構面的表現不如編制內公務人員，樂群、忠誠、熱心構面則差異不顯著，約聘僱人員、外包或業務承攬人員各個構面表現均不顯著。如加上干擾（調節）變項分析，約聘僱人員、臨時人員、外包或業務承攬人員其在機關任職的原因若是消極的，在組織公民行為忠誠、參與構面的表現就較差，其餘各構面的表現也普遍較差。
為免對於行政績效造成影響，建議人事行政主管機關限制各機關進用編制外人員之比例，並儘速訂定管理法規，其權益比照約聘僱人員相關規定，作為用人機關的管理依據。行政機關甄選員工時，要觀察其待人處事的態度，錄用能展現組織公民行為的員工，使其成為組織中的好公民，以便發揮其工作績效。機關中如同時有多種工作身分人員時，宜採取一視同仁的管理措施，公平、公正、公開的處理，儘量減少不同的人事制度間權益的差距。後續研究者如採用自評方式，組織公民行為量表之用語宜與時俱進，酌作文字調整，評估選項中「無意見」宜改為「普通」，並儘量採用同儕評方式，以提高其信度。

關鍵字

績效管理 ； 組織公民行為 ； 工作身分 ； 任職原因

並列摘要

Government efficiency is an important criterion for the evaluation of the national competitiveness. Every sector pays a lot of attention to the constant improvement in performance. However the key factor for improving administrative performance lies in efficient human resources management. We should regard employees as the most important assets in the organization and develop human resources in an organized way to exploit employees’ potential. If supervisors can create an environment suitable for implementing organizational citizenship behavior, they could promote organizational performance.

Past surveys using work status as independent variables show that, part time employees focus less on work and have less active attitude and behavior than formal employees do.Due to the fact that formal employees have stable jobs and do their work with active manner, they tend to perform well in organizational citizenship behavior. The scope of the study is only within personnel of the Bureau of Employment and Vocational Training and affiliated organizations. Regarding work status as independent variable, organizational citizenship behavior as dependent variable, and working reasons as intervening or moderator variable, the study deals with their relationship and influence respectively. The study may be served as a reference for the policy competent authorities by putting forward suggestions through practical research analysis.

The results of the study shows that part time employees are less devoted, faithful and participative than formal civil servants. There is no significant difference between team working, loyalty and activity. As for contracted employees or contract out employees, there is no significant difference in each dimension. If we add intervening or moderator variable to analysis, when working reasons for contracted employees, part time employees or contract out employees are negative, we find that they are less loyal and participative and the other dimensions being poor.

We suggest that the personnel competent authority limit proportion of hiring informal employees in order to avoid bad effect on administrative performance. The personnel competent authority also have to establish ruling laws and regulations by following the precedent of the related regulations on contracted employees, as a basis for employee management. In selecting new employees, administrative organizations should observe their social and working attitude to hire employees with organizational citizenship behavior, with a purpose of exploiting work performance. Employees with different work status should be treated equally when it comes to management. Reducing welfare differences between different personnel regime, the process have to be fair, rightful and open. If the following researchers adopt self evaluation, terms for the organizational citizenship behavior gauges have to be developing with time and adjusting words. “No comment” could be substituted for “common” in evaluation items. And they should adopt peer assessment as possible to increase its reliability.

並列關鍵字

Performance Management ； Organizational Citizenship Behavior ； Work Status ； Working Reason

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