激勵理論應用於我國消防機關陞遷制度之研究-以消防署為例

The Incentive Theory Applied in the Promotion System of Taiwan's Fire Departments-Exemplified by National Fire Agency, Ministry of the Interior

陳超峰(Chao-Feng Chen)

指導教授 ： 陳金貴

國立臺北大學/公共事務學院/公共行政暨政策學系/碩士(2013年)

摘要

因應政策環境變化及社會治安需要，消防署自民國84年3月1日正式成立，為提升消防人員服務品質，妥善運用激勵制度，是達到目的有效方法，在激勵制度中，陞遷是機關拔擢人才的最重要途徑，亦為激發人員潛能，提振士氣之有效方法，因此，如何妥善運用激勵理論於消防署陞遷制度中，是值得研究之課題。

本研究採用文獻分析法、參與觀察法及深度訪談法等方式，以消防署人員為研究對象，經分層抽樣訪談該署各階層人員，歸納發現如下：
一、消防署現行陞遷制度偏向內部人員流動，較少對外交流，且有保守用人的現象。
二、消防署現行陞遷制度中，較重要之影響因素有機關首長、考試、工作表現及學歷等項目。
三、消防署陞遷速度屬較穩定發展，但成就感未必較各地方消防機關高，人員獲得陞遷與否和留任意願亦未必有絕對之關連性，另對於該署高職缺外補之現象已有打擊人員士氣之現象，惟或許有助於組織活絡。

最後依據研究發現提出建議如下：
一、對消防署陞遷制度現況之建議：人事甄審會應秉持程序正義之原則辦理陞遷，該署可適度依據人員意願作內部單位之工作調動，以增廣人員歷練，另可將人員外部交流之機制予以明文規定，給予至外機關歷練發展之機會。
二、對於消防署陞遷制度因素操作之建議：應維持陞遷程序恆定，以確保公平性，並鼓勵人員在職進修，並培養其責任感。
三、對於消防署激勵政策之建議：強化消防署內部人員交流歷練機制，藉以激勵並提升人員留任意願，另應定期表揚績優人員，藉以激勵並提升人員被認同感。

關鍵字

消防 ； 激勵理論 ； 陞遷制度

並列摘要

In response to changes in the policy environment and the social security needs, the National Fire Agency, Ministry of the Interior (NFA) was officially established on March 1st, 1995. In order to enhance the service quality of fire fighters, the proper use of the incentive system is an effective way to achieve objectives. In the incentive system, promotion is the most important route for the agency to promote talents. It is also an effective way to stimulate staff's potential and boost morale. Hence, how to properly apply the incentive theory in the National Fire Agency's promotion system is an issue worthy of further research.

Document analysis, participant observation, and in-depth interviews were adopted as the research methods, with the staff from the NFA as the research participants. Through stratified sampling, the NFA staff of all levels were summarized. The findings are as follows:
1.The NFA's current promotion system focuses on internal mobility, with less external exchanges, and the phenomenon of conservative employment is observed.
2. In NFA'S current promotion system, the more important influential factors include: heads of agencies, examinations, work performance, educational attainment, etc.
3.The NFA's promotion is headed toward stable development, but the sense of accomplishment is not necessarily higher than other local fire departments. In addition, there is no absolution connection between promotions and staff's intention to stay on the job. Moreover, the NFA's high incidences of vacancies filled by outsiders has impacted the staff morale, but it may be conducive to organizational activeness.

Finally, based on the research findings, recommendations were put forth, as follows:
1. Recommendations for the current situation of the NFA's promotion system: The personnel Screening Committee should uphold the principle of procedural justice in handling promotions. The NFA, where appropriate, may mobilize internal units based on staff wishes in order to augment staff experience. Additionally, the external staff exchange mechanism should be expressly stated, thereby creating opportunities for staff to gain experiences in external agencies.
2.Recommendations for NFA's promotion system factor-related operations: Promotion procedure should remain constant to ensure fairness and courage staff to engage in on-job training and develop a sense of responsibility.
3.Recommendations for NFA's incentive policy: Strengthen the NFA internal staff exchange and experience mechanism to encourage and enhance staff's intention to stay on the job. In addition, outstanding staff should be praised in order to motivate staff and enhance their self-identity.

並列關鍵字

fire fighting ； incentive theory ； promotion system

參考文獻

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