公務機關發展成學習型組織之可行性研究--以勞工保險局為例

the possibility of developing learning organization in the public bureaucracy.

林淑品(Shu Ping lin)

指導教授 ： 林振春

國立臺灣師範大學/教育學院/社會教育學系/碩士(1999年)

摘要

摘要
彼得．聖吉（Peter M. Senge）「學習型組織」一書在封面上引用財星雜誌（Fortune）中的一段話：「忘記你過去的領導觀念，因為九十年代最成功的組織將是所謂的學習型組織所取代。」這正意味著朝向學習型組織邁進，將是二十一世紀組織成功的策略，以下臚列本文摘要。
壹、研究目的：
一、以勞工保險局為例，探討公務機關發展成學習型組織的可行性。
二、綜合研究結果，提出具體可行的建議，以作為公務機關建立學習型組織的參考。
貳、研究問題：
一、瞭解學習型組織理論基礎與實務運用為何？
二、瞭解勞工保險局員工對於學習型組織的知覺程度？
三、瞭解勞工保險局員工在不同的背景變項對發展「學習型組織」知覺的差異性為何？
參、研究方法：本研究主要採用調查法，先藉由理論與文獻的探討，了解學習型組織的意涵，並剖析公務機關建立學習型組織的相關因素，藉以發展本研究「建立公務機關學習型組織調查問卷」，並用以對本研究樣本施測，最後應用統計分析的方式，研究變項間的關係。
肆、研究發現：
一、勞工保險局員工對於發展學習組織知覺有待加強。
二、員工的背景變項會影響其對於學習型組織的知覺。
三、在學習型組織之各向度知覺中，「自我超越」較不因員工的背景變項不同而有顯著差異。
四、男性員工對於「團隊學習」、「創新發展」及「共同願景」的知覺表現較佳。
五、中年期階段員工對於「學習型組織」知覺有顯著低落的情況
六、工作的特定性對於員工投入「學習型組織」的發展可能有影響
七、領導者的角色對於「學習型組織」的發展有其重要性
伍、對勞工保險局的建議：
一、以五項修練中「自我超越」為優先規劃項目。
二、分齡規劃適當學習項目。
三、營造組織學習環境，改善業務單位員工學習文化。
四、重視女性員工角色，鼓勵自我超越，改善心智模式。
五、培訓具備「五項修練」領導人才，藉由組織管理達到組織學習的功效。

關鍵字

學習型組織 ； 公務機關 ； 組織學習

並列摘要

Summary
Peter M. Genge quoted Fortune Magazine on the cover of his book called "Learning Organization" that "forget the leadership concept of your past, because the most successful organization in the nineties will be replaced by the so called "learning organization."" This means progression toward the learning organization will be the strategy in organizational success in the twenty-first century.
The main objectives of this research are as following:
1) Using the Labor Insurance Bureau as an example (case), explore the possibility of developing learning organization in the public bureaucracy.
2) Summarize the research results and make concrete and feasible suggestions so they could be used as references in building learning organization in the public bureaucracy.
The main research topics are as following:
1) Understand what is learning organization theoretical bases and practical operation.
2) Understand the Labor Insurance Bureau employees' extent of perceptibility of the learning organization.
3) Understand the differences of the perceptibility in developing "the learning organization" with the different background variables of the Labor Insurance Bureau employees
To achieve the abovementioned objectives, this research first explored the related major papers and formed the theoretical bases including the research of learning organization theory, the difference between the hierarchical organization and the learning organization, the strategy and the operation of the learning organization and the practical operation of the learning organization.
This research primarily uses the survey method. First, it defines the meaning of the learning organization through examining the theory and the related papers, and analyzes the related factors in building a learning organization in the public bureaucracy.
Then, it uses the findings to develop " the survey for building a learning organization in the public bureaucracy" and subsequently uses the survey for the sample testing.
Finally, it researches the relationships among the variables by applying the method of statistical analysis.
The major research findings are itemized as following:
1) Labor Insurance Bureau employees need to improve their perceptibility toward the development of the learning organization:
2) The employees' background variables effect their perceptibility of the learning organization：
3) Among the various perceptibility of the learning organization, there is no significant difference in "self-exceeding" with the different employees' background variables.
4) Male employees perform better on the perceptibility of "team-learning", "creative development" and "common aspiration".
5) The mid-level employees' perceptibility on "the learning organization" is significantly low.
6) The particular nature of a job may possibly effect employees' involvement in the development of "the learning organization".
7) The role of leadership has its importance in developing "the learning organization".
Recommendations for the Labor Insurance Bureau
A. Promote learning and improve employees’ learning abilities.
B. Emphasize the career development of mid-level employees; increase team-concept and cultivate leadership talents.
C. Improve employee training and allevate employees' systemic thinking abilities.
D. Implement job rotation and manpower flexibility.

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