- 學位論文
國營事業機構二元陞遷制度之研究－以臺灣港務股份有限公司為例
The Dual Hierarchy in State-Owned Enterprise:An Empirical Study of Taiwan International Ports Company
摘要
臺灣港務公司在成立後考量組織人才具有個別差異性與港務專業性，高階人才中有適合擔任管理職務者，亦有適合擔任專業諮詢職務者，為能提供組織內專業人員陞遷和永業化的途徑，在組織設計上採取「二元化的層級制度」（dual hierarchy），亦即在行政管理職位（主管職位）外，增設一個與之並行的專業職位陞遷體系，所增置之專業諮詢職務，除可提供專業人員不同的陞遷管道，亦可因應公司新增業務發展需要，作為延攬外界專業人才進入公司的初始職務。港務公司的二元化陞遷制度在實務運作上的成效，主要為使公司的人力運用更加彈性及人力進用的多元化，並符合個人適性的職涯發展與達到適才適所的目的。 本研究發現：一、二元陞遷制度適度改善不適任主管的情形，透過選擇不同的陞遷管道，促進組織內專業人才的有效運用。二、透過二元陞遷制度從外界引進專業諮詢人才，活絡高階人才進用的多元管道。三、二元陞遷制度提供適性的職涯發展機會，讓個人有機會追尋自我實現的人生目標。四、專業諮詢人員所提供具科學驗證資料的建議，有助於進行循證決策，提升決策資訊的證據性與正確性。五、二元陞遷制度對人力運用彈性化具有正面的效益。六、專業諮詢職務在實務運用上，如有名實不符或責酬不相當之情形，恐淪為酬庸之嫌。七、學理上所稱二元陞遷體制所產生之負面問題，目前在港務公司實際執行上並未出現，惟仍有待後續觀察。 本論文對於政策之建議可分為一、對港務公司的建議：(一)提供員工多元生涯發展路徑有其必要性，惟職責與報酬之間必須有合理且適當之關連性；(二)可透過人格特質評測機制，將公司人員進行性向分流，以作為未來人力運用或陞遷的參考指標；(三)對於從外界進用或於內部陞任專業諮詢人員時，應具備客觀之審查或評核標準，以求名實相符；(四)重視專業諮詢職務，並按循證決策模式，導入資料蒐集及數據分析等方法，以提升決策品質及減少不必要之成本；(五)二元陞遷制度之專業諮詢職位，應予定期評估其執行成效，若專業諮詢人員屬調節性情形比例偏高時，即應予檢討。二、對其他國營事業及政府部門的建議：(一)二元化陞遷制度應可作為其他國營事業機構人事制度未來規劃之參照；(二)可選擇部分行政機關試辦二元陞遷制度，以作為我國文官未來建構多元陞遷制度之參考。
並列摘要
The Taiwan International Ports Company has adopted the “Dual Hierarchy” system in its organizational design ever since its establishment. Such design helps to offer the paths for professionals in the organization for promotion and career development. In other words, there is a system for promotion on the basis of professional standing, side-by-side with the administrative position. The positions for consultative works can offer different channels for the professionals in promotion and also meet the needs of the company in the development of new business. The findings from this study: I. The dual hierarchy system appropriately helps to correct incompetent executives. Through the selection of different paths for promotion, professionals in the organization can be more effectively utilized. II. The dual hierarchy also helps to attract professional consultants to the organization, which vitalize the multiple channels for the recruitment of senior personnel. III. The dual hierarchy system offers the opportunity for suitable career development so that every individual can have the opportunity to self-actualize their goal in life. IV. The recommendation presented by the professional consultants is empirically based in scientific terms, which can help to proceed to evidence-based decision-making, and in turn allows for decision under solid evidence and high accuracy. V. The dual hierarchy contributed to the flexible use of human resources positively. VI. In practice, if the positions of professional consultants are not relevant with the actual purpose of the positions, or the remuneration is not relevant with the contribution of these positions, it would be a matter of spoil sharing. VII. The negative effect deriving from the dual hierarchy from the theoretical perspective has not yet surfaced at the Taiwan International Ports Company in practical work, but deserve further observation. The policy implication and recommendation of this thesis will be: I. Recommendation for the Taiwan International Ports Company: (I) this system allows for the diversity of the career planning for the employees, which is necessary. However, the responsibilities shall be related with remuneration under reasonable and appropriate linkage; (II) the company may conduct the test of personality trait and classify people into different categories by aptitude. This would be valuable as reference for subsequent human resources utilization or promotion; (III) for the professional consultants directly recruited from outside or from promotion in the company, objective criteria for screening or evaluation will be necessary to make the system work positively; (IV) value the positions of professional consultants and introduce the methods of information gathering and analysis through evidence-based decision-making model to upgrade decision quality and save unnecessary cost; (V) routine evaluation the competence of the professional consultants positions under the dual hierarchy system will be necessary. If the proportion of the professionals for reconciliation purpose is too high, take a second review of the situation for improvement. II. Recommendations for other state-owned enterprises and government agencies: (I) the dual hierarchy system could be used as an example for the design of personnel system in other state-owned enterprises in the future; (II) some of the government agencies could adopt the dual hierarchy system for pilot run and use the findings as reference for the design of pluralistic promotion system for civil servants of the country.