中央研究院於1954年在臺北市南港建院迄今共已設立31個研究單位,其蓬勃發展或可追溯至1982年因國內人才不足、旅外人才不回,造成我國科技發展無法突破,因此政府實施獎勵措施以吸引人才,進而帶動中研院研究領域擴增與全院人數成長。而面對隨之增加的人事業務,除院本部設有專責人事單位與專任人事人員外,各研究單位亦設置辦理人事業務之行政人力,以致形成全院人事人員總數約佔全院行政及技術相關人力一成之現況。然而,中研院現行的人力運用方式是否合理、適切?其必要性與公平性?是否具有專業與效率?對組織與個人之影響?均為值得探討的議題。 因此,本論文透過文獻分析法,整理人力運用的理論及概念,以作為本研究之分析基礎;透過次級資料分析法,瞭解中央研究院的組織編制與人事業務人力運用現況,以作為深度訪談之基礎;透過深度訪談法,對於中央研究院人事人力之規劃與運用,進行深入探討與瞭解;最後再依上述研究方法之結果分析,提出中央研究院在人事人力規劃與運用上的建議。 透過次級資料分析與實證研究後,本研究發現: 一、時空背景、生態環境與人事業務之複雜度,不僅造就組織與人力運用現況,且難以改變。 二、研究單位人事人力之設置與院本部人事室形成雙重的人力運用情況;而兼辦業務的特色造成業務分散並使人事人力與人員數出現落差。 三、各研究單位人事人力之配置與分工現況存在失衡及勞逸不均的公平性問題。 四、行政運作模式及人員特性均對行政效率產生影響。 五、不充足的訓練影響人員的專業度。 六、由研究人員兼任主管之制度產生眾多影響。 七、滿足組織需要但難以對人員產生激勵作用。 最後,本研究依據實證觀察並參酌各受訪者的建議與看法,綜合上述的研究發現後,就中研院人力運用的制度與管理提出數項政策建議: 一、順應組織特性發展獨特的人力運用模式。 二、應進行人力評鑑並重新配置人力以解決勞逸不均的問題。 三、建請主管機關修正人事人員職務歸系標準。 四、加強訓練機制以提升人員專業知能。
Academia Sinica was re-established in Nankang, Taipei 1954, including twenty-four research institutes and seven research centers up to now. It’s booming can be traced back to 1982, the government had adopted various measures to promote incentives to attract talents, and made further progress improving the number of people and research fields. To face of the increasing staffing issue, the headquarters of the institute was not only set up a dedicated staff but also set up dedicated staff in various research units, resulting in the formation, the total manpower of dedicated staff in human resource approximately 10% of administrative and technology-related staff. However, is it reasonable in today’s existing human resource of Academia Sinica? Is it necessity and fairness or is it professional or efficiently? Would the influence of human resource affect organizations and individuals? They are all worthy of our further study and discussion. Hence, this study was through literature analysis, combining theory and concept of human utilization as the fundamental. According to the secondary data analysis, tried to understand the situation of the preparation and organization of human resource and utilization as the material of depth interviews. Therefore, used depth interviews to understand and discuss the manpower planning and using of Academia Sinica. Finally, I provided the suggestions and recommendations of manpower planning and using at Academia Sinica. After the secondary data analysis and depth interviews, this study found as following: (1) Space, time, environment, and complexity of personnel affairs, not only created the current situation of human utilization but also difficult to change this situation. (2) The double manpower utilization happened in the headquarters of institute and research units; however the characteristics of joint-appointments staff made the number of personnel staff and manpower of personnel appear gap. (3) The imbalances of manpower's configuration in each research units has occurred uneven fairness problems. (4) Both administrative operations and personal characteristics had impacts on administrative efficiency. (5) Inadequate training can affect the staff professionalism. (6) Numerous impacts occurred because of the organization systems that researchers can be a part-time director. (7) It is difficult to satisfy both organizational needs and personnel incentives. Finally, this study based on empirical observations and consideration of all the recommendations and views of respondents. To sum up the above comprehensive study, I provided such suggestions of system and management of manpower utilization at Academia Sinica as following: (1) Follow the organizational characteristics at Academia Sinica and develop unique manpower utilization and configuration models. (2) Re-allocation and solve the imbalances of manpower's configuration problems. (3) Suggest the competent authority to plan and amend the standard rules of manpower utilization. (4) Improve quality of personnel training mechanism to enhance the professional knowledge and ability.
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