派出所主管核心能力之研究─以台北市政府警察局為例

A Research on The Core Competencies of The Police Station Directors─The Case of Taipei City Police Department

黃啟峯(Chii-Fung Huang)

指導教授 ： 陳銘祥

淡江大學/管理學院/公共行政學系公共政策碩士班/碩士(2007年)

https://doi.org/10.6846/TKU.2007.01016

摘要

過去幾年來，在組織和管理科學領域中，已逐漸將焦點置於組織中人力資源的重要性，尤其強調「核心能力」的重要性。
本研究旨在找出台北市警察局派出所主管所需之核心能力，希望透過國內外相闗文獻的探討，建立初步的能力架構。接著再邀請專家學者審查問卷內容。根據360度回饋調查的原則，本研究將針對台北市警察局轄下14個分局的下列人員作為問卷施測的對象：(一) 分局長；(二) 副分局長；(三) 組室主管各4員；(四) 警備隊長；(五) 派出所主管；(六) 派出所副主管等共277人。本研究共計發出問卷277份，回收問卷223份，回收率為80％，刪除無效問卷 8份，剩餘有效問卷215份，有效回收率為77.6﹪。所得資料採項目分析、信度估計、因素分析及平均數分析等方法進行處理，期能獲得具體明確且有效的能力構面、行為指標及其重要性的優先順序排列，讓有心歷練此一主管職務者，能夠清楚掌握那些能力是其必須先行學習並累積相關經驗者。
綜合文獻探討與統計結果，本研究的發現如下：
一、派出所主管應具備之核心能力綜合歸納為10個構面及48項關鍵行為指標。有關這10個構面以及每一個構面中重要性相對最高的行為指標依序為：（一）思考能力：以策略性思考的平均數為最高；（二）人際能力：以團隊工作的平均數為最高；（三）自我管理：以公信力的平均數為最高；（四）組織能力：以危機處理的平均數為最高；（五）領導能力：以帶人要帶心的平均數為最高；（六）經營能力：以創造價值的能力平均數為最高；（七）執行能力：以具備法學素養的平均數為最高；（八）管理能力：以發展人力資源的平均數為最高；（九）顧客服務能力：以展現個人保護社區責任的平均數為最高；（十）溝通能力：以口語溝通的平均數為最高。
二、據統計分析結果，重要性最高的前10項行為指標依序為：帶人要帶心、策略性思考與危機處理、具備法學素養、公信力、團隊工作、熟練地做出判斷與自信、圓融處事、衝突管理等。
本研究的建議如下：
一、對有志擔任派出所主管者，建議可從重要性排名前10名的行為指標著手。
二、有關派出所主管甄補的方式，建議可朝以下3點進行改善：
（一）筆試科目：根據已確立的能力模式設計情境判斷的線上模擬演練試題及評分標準。
（二）口試部分：口試題目採情境式命題，口試人員僅作客觀的觀察與記錄。
（三）遴任順序：建議可進一步對應考人的個人特質加以評量，以利後續分發。

關鍵字

能力 ； 核心能力 ； 派出所主管

並列摘要

In the past few years,the focus in the fields of organization and management science has been steadily put on the importance of human resource in an organization, especially emphasized on the importance of core competencies.
The primary objective of this study is to identify the core competencies the police station directors require in the Taipei City Police Department. From collecting and reviewing relative literature in Taiwan and other countries, we wish we could build the initial competency framework. Next, we will ask for distinguished scholars and practitioners to examine the items of the questionnaire utilized in this study. According to the principle of 360 degree feedback survey, we will ask for the following 277 incumbents of 14 police precincts in the Taipei City Police Department as our respondents：1. chiefs；2. deputy chiefs；3. section chiefs（4 in each police precinct）；4. captains；5. police station directors；6. deputy police station directors. We totally distribute 277 questionnaires in this study with 223 questionnaires returned back. The return rate is 80%. Deducting invalid questionnaires, the rest of the efficient ones are 215, which turned out to be the 77.6% efficient return rate. We analyze the returned data with the techniques of item analysis, estimation of reliability, factor analysis and mean value analysis in order to get specific and efficient competency constructs, behavioral indicators and their order of importance. Thus, the one who would like to experience this director’s position could clearly understand which competencies he must learn and accumulate more enough relative experience.
Intergrating the statistical results and literature review, the study’s findings are as follows：
1.The core competencies required by the police station directors are synthesized into 10 categories with 48 essential behavioral indicators. Both the 10 categories and 48 behavioral indicators are listed below along with the order of importance：（1）Thinking Competencies：strategic thinking with a relatively highest mean value score. （2）Interpersonal Competencies：team work with a relatively highest mean value score.（3）Self-management Competencies：credibility with a relatively highest mean value score.（4）Organizing Competencies：crisis handling with a relatively highest mean value score.（5）Leadership Competencies：interaction with subordinates in a way that results in subordinates feeling motivated with a relatively highest mean value score.（6）Administering Competencies：creating one’s own values with a relatively highest mean value score.（7）Implementation Competencies：having law equipment with a relatively highest mean value score.（8）Management Competencies：human resource development with a relatively highest mean value score.（9）Customer-service Competencies：demonstrating individual responsibility for protecting a community with a relatively highest mean value score.（10）Communicating Competencies：verbal communication with a relatively highest mean value score.
2.According to the statistical analysis results, the first 10 behavioral indicators with higher rank of importance are listed as follows：interaction with subordinates in a way that results in subordinates feeling motivated, strategic thinking ＆ crisis handling, having law equipment, credibility, teamwork, seasoned judgment ＆ self-confidence, dealing properly with all kinds of situations, conflict management.
This study’s recommendations are listed as follows：
1.For one with the intention of being a police station director, we recommend that he（or she）could begin preparing from the first 10 behavioral indicators from the order of importance.
2.As for the recruitment of police station directors, we address 3 points as follows：
（1）For written-test courses：according to the identified competency model, we can design on-line situational judgment simultation exercises and scoring standards.
（2）For oral tests：the oral-test questions can be designed by situations a police station director might face on the job. The personnel responsible for oral tests just make objective observations and records.
（3）For selection sequence：we recommend that Taipei City Police Department can refer to the personal traits of test-takers in advance for next smooth assignments.

並列關鍵字

competency ； core competency ； police station director

參考文獻

黃政傑（1982），能力本位教育的發展背景及理論基礎，《師友》，第185期，頁39-42。

張琪（2006），我國警政機關之顧客關係管理現況調查與未來努力方向，《日新警察半年刊》，第7期，頁288－302。

李錫津等著（2005），《台北市政府公務人員核心能力研究報告》，http://www.pstc.taipei.gov.tw/epaper/core/core01.pdf，上網日期：04-01-2007。

Cooper, K. C. (2000). Effective competency modeling＆reporting：A step by step guide for improving individual and organizational performance. New York: AMACOM.

Green, P. C. (1999). Building robust competencies: Linking human resource systems to organizational strategies. San Francisco：Jossey-Bass.