公部門臨時人力運用之研究-以考選部為例

政府與企業一樣，越來越重視人力資源管理，逐漸把人力視為機關的重要資產，尤其在邁向國際化與資訊網路化時代，更顯得人力管理的重要。該如何以最小成本來減少公共支出及人力，以完成其政治目的，是政府執行裁減管理的目的。公部門臨時人員自97年1月1日起全面適用勞動基準法後，也讓臨時人員的工作權益更有保障。本論文探討公部門運用臨時人力的狀況，以考選部作個案研究，經由文獻探討及深度訪談方式，研究問題為：(一)考選部如何藉由臨時人力運用做為策略機制，來達成其總體組織目標？(二)在勞動法制的規範下，考選部如何訂定妥適的勞動契約及工作規則，以保障勞動權益，並建立更符合臨時人員期待的工作環境，以協助達成考選部的策略目標？(三)考選部所採臨時人力運用策略，執行過程中可能產生那些問題與阻礙？能否發展不同的對應策略？本論文研究發現：臨時人員的管理困難問題與臨時人員的期待問題有些是相對的。公部門的工作、民眾的服務需求有增無減，而公部門的臨時人員不在編制內，沒有固定的、充足的預算，導致進用時需依照既有的經費量入為出，在數量上限縮。不僅進用人員需合法、運用人員也需依法，而且在工資及工時上需依據勞基法的規範，通常工時上的問題，更是用人單位的難處。可歸納為下列幾點：(一)策略影響一個機關的運作模式；(二)需要有效率的階段性進用臨時人員策略；(三)臨時人員的經濟狀況不佳；(四)試務承辦人面臨運用人力的困難；(五)臨時人員期待更優質的工作環境。策略管理首要界定組織的願景目標，以達成組織的使命，使命描繪出組織存在的理由及組織所應完成的事情，以形成策略的基本架構或系絡。人力資源策略側重於組織績效而非個人績效，不是實踐單獨的個人人力資源管理。策略意味的不僅僅是系統關注財務業績，策略是建立可持續的競爭優勢，反過來創造高於平均水平的財務業績。提出幾項政策建議如下：(一)公部門面臨人力缺口需要穩定臨時人力協助；(二)給予不定期臨時人員適當的經濟來源；(三)政府需重視公部門人力缺口問題；(四)政府學習促進行政革新。

關鍵字

臨時人員；非典型人力；彈性理論；部分工時；策略

並列摘要

Like enterprises, the government is paying increasing attention to human resource management, and is gradually recognizing human resource as an important organizational asset. Particularly in the era of internationalization and information networking, the importance of human resource management has become more evident. The purpose of government downsizing is to reduce public expenditure and human resource at minimum cost to accomplish political goals. Since January 1, 2008, the government has comprehensively adopted the Labor Standards Act for its temporary workers to ensure their labor rights. Using the Ministry of Examination as case example, this paper explored the use of temporary human resource in the public sector. Through literature review and in-depth interviews, the following research questions were formulated: (1) How does the Ministry of Examination employ temporary human resource as a strategic mechanism to achieve its overall organizational goal; (2) Under the provisions of the Labor Standard Acts, how does the Ministry of Examination formulate appropriate labor contracts and working rules to protect labor rights and interests, and establish a working environment that is more consistent with the expectations of temporary workers so as to achieve the strategic objectives of the Ministry; and (3) In adopting the strategy of temporary human resource, what problems and obstacles did the Ministry of Examination face, and what other strategies could be developed? This study found that difficulties in the management of temporary human resource were somewhat relative to worker expectations. The tasks and public service demand in the public sector keep increasing, but no fixed or adequate budget is set for temporary workers outside the system. As a result, hiring is based on the availability of existing funds, which limits and reduces the number of hires. Moreover, the hiring and use of personnel must be in compliance with the law, as well as wages and working hours must be based on the Labor Standards Act. Usually, working hours are more problematic for the hiring units. Accordingly, the following are summarized: (1) Strategy affects the operation mode of an organization; (2) An efficient strategy for phased hiring of temporary workers is needed; (3) The economic condition for temporary workers is inadequate; (4) Clerks from the Ministry of Examination have difficulties using temporary human resource; and (5) Temporary workers hope for a better working environment. To achieve organizational mission, strategic management must first define the visions and goals of the organization. A mission outlines the reasons for an organization's existence and what the organization should accomplish so that a basic framework or system can be established for formulating strategies. Human resource strategies emphasize organizational performance rather than individual performance, and do not implement individual human resource management. Strategy implies not only the system's focus on financial performance, but also the building of sustainable competitive advantages, which in turn create above-average financial performance. This study proposed several policy recommendations: (1) The human resource gap confronting the public sector must be addressed with the help of a stable temporary human resource; (2) Irregular temporary workers must be given appropriate economic resources; (3) The government must pay attention to the human resource gap in the public sector; and (4)The government must learn to promote administrative innovation.