公務部門全面品質管理系統之設計與導入─以台北市政府為例

全面品質管理(Total Quality Management, TQM)的理論與實務多年來早已在私部門企業組織受到相當程度的重視，近年來，公務部門慢慢體認到為民服務品質的重要性，TQM的導入與落實在世界各國之公務組織已成迫切之要務。本論文考量公務部門組織之實際需求與現況，提出一個適合公務部門導入TQM時採用之模式以及實施計畫，經由教育訓練、改善小組活動、標竿學習與知識管理、以及實地輔導等手段，全面推動政府機構的全面品質管理活動。此外，本研究亦將私部門常見之品質獎競賽活動導入公務部門，藉以針對所屬公務單位之品質成果進行年度檢視，同時策略性地提升公務機構整體之品質文化。本研究藉由台北市政府之實際案例，自2001年起將研究設計之EQM 21模式以及相應之實施計畫進行導入，七年來EQM21計畫之實施確實有效協助台北市政府達成許多品質成果。為進一步驗證TQM導入之效果，本研究針對市府員工之滿意度與向心力進行實證調查，結果顯示品質管理實務對於市府員工確實有正面之影響效果。本論文根據多年實際參與台北市政府推動TQM之經驗，提出此一案例完整之推行歷程與建議，謹提供其他欲在公務機構推動全面品質管理之公務管理者作為參考。

關鍵字

品質獎；台北市政府；全面品質管理；公務部門

並列摘要

In recent years, it has become an imperative issue for governmental agencies in all over the world to implement Total Quality Management (TQM). However, literatures revealed that there are still many opportunities for public administrators to enhance service quality through TQM practices. This dissertation introduces a practical model with an implementation process of TQM for public sector organizations. Considering the need and situation of public sectors, the program was designed to be executed through training/learning, improvement teams, benchmarking/knowledge management, and on-site consulting to fully promote TQM activities by agencies of government. Furthermore, quality award competition was designed in this study to examine the subordinating agencies’ quality successes annually and strategically enhance the quality culture. With the real case of Taipei City Government (TCG), the Excellence model of Quality Management for 21st century (EQM21) and TQM introducing program proposed in this study were implemented in local government for seven years. Evidence shows that the EQM21 program effectively supported TCG’s quality achievements. For further verifying the effects, an empirical investigation was conducted in this study to examine governmental employees’ satisfaction and loyalty. Results indicated that the effects of TQM are verified to be positive. In this dissertation, the authors offer their experiences and suggestions for public administrators who will also be implementing TQM in public sector organizations.

並列關鍵字

TQM ； Public Sector ； Quality Award ； Taipei City Government

參考文獻

Anderson, J.C., Rungtusanthan, M, and Schroeder, R.G. (1994) “A theory of quality management underlying Deming management method,” Academy of Management Review, 19, 472-509.

Auluck, R. (2002) “Benchmarking: a tool for facilitating organizational learning?” Public Administration and Development, 22, 109-122.

Babin, B.J., Lee, Y.K., Kim, E.J. and Griffin, M. (2005) “Modeling consumer satisfaction and word-of-mouth: restaurant patronage in Korea,” Journal of Services Marketing, 19(3), 133-139.

Bateman, T.S. and Strasser, S. (1984) “A longitudinal analysis of antecedents of organizational commitment,” Academy of Management Journal, 27, 95-112.

Blackburn, R. and Rosen, B. (1993) “Total quality and human resources management: lessons learned from Baldrige award-winning companies,” Academy of Management Executive, 7(3), 49-66.

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公務部門全面品質管理系統之設計與導入─以台北市政府為例

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