居家服務員支付制度之探討-以臺東為例

本研究之目的有四點，分別是：1.探討居家服務員薪資支付方式由時薪制改變月薪制之影響；2.月薪支付制度能否為增進居家服務員留任意願之關鍵因子；3.瞭解居家服務員實領薪資額與範圍；4.提供機構居家服務員支付制度及人力資源管理參考建議。使用質性個別深入訪談法，訪談3位主管及9位居家服務員，共計訪談12位受訪者。本研究發現經營理念會影響不同的支付計酬模式，不同的計酬模式對居服員的薪資所得影響甚鉅，月薪模式是每月薪資固定，而拆帳模式則採論件計酬、不同工亦不同酬，對於願意付出多做的居服員是每月可以領取高薪資，另在時薪模式計算出來的月薪所得金額居於兩者之中，如此局面易吸引居服員普遍都偏向往拆帳制度的機構就職。原本政改新薪制的支付制度提高居服員薪資，是希望人力投入，但在招募人力尚未滿足前，機構最先面對的問題卻是居服競爭市場的人力不穩定，同時也因為政策全面將居服員月薪提高，給予最低薪資32,000保障，面臨服務個案的不穩定性，居服員突然的空班造成上班時數減少，機構仍須面臨支付人事費用的挑戰；另外，居服員也因薪資所得提高不願進行職務變動，放棄升遷意願。

關鍵字

居家服務；給付制度；月薪制度

並列摘要

The aim of this research is to explore 4 four issues related to the Payment System reform for the resident care attendants in Taiwan, it is include: (1) how the resident care attendants respond and adapt to the Payment System shifted from an hourly basis to a monthly basis, (2) whether a monthly wage system would be considered as a key financial incentive to increase their intention to stay, (3) how to determine salary and wages, and the net salary for the resident care attendants, and (4) advise on further action for the residential care and human resources authorities. The qualitative data is collected by In-depth interview which the researcher engages in a probing conversation with twelve suitably knowledgeable interviewee included three managers/supervisors and nine resident care attendants. Results indicates that the concept of management for each facility determine its Payment System either a steady or a flexible wage, which dramatically affect a resident care attendant’s income. On the one hand, a resident care attendant gets a steady income under a monthly wage system. A split wage system which an employer split the proceeds with its employee according to tasks, on the other hand, is more flexible and profitable for resident care attendants who can work long hours. Resident care attendants who work consistently long hours get paid the highest salary level, followed by those in a monthly wage system, and those in a hourly wage system get paid the lowest salary level. This leads to a paradox that a resident care attendant would rather work for a probable unstable facility with a split wage system than a sustainable one with a monthly wage system. Payment System reform initiative for the resident care attendants is supposed to be the recruitment workforce solutions by raising the resident care attendants’ wage to the minimum wage 32,000NTD per month. However, it turns out that employer has to tackle a job-hopping spree before recruitment, along with a rising personnel expense including substitute fee for its full-time employee who is entitle to take paid leave at any time. Finally, as the minimum wage increased, the resident care attendants’ willingness to career advancement might decrease because it makes more money to be a non-managerial employee.