就業服務模式改變對個案管理員工作績效之影響-以雲嘉南分署為例

Employment Services Mode Changes Affect Case Manager's Job Performance – An Example of Yunlin-Chiayi-Tainan Regional Branch

黃麗雯(Li-Wun Huang)

指導教授 ： 馬財專

國立中正大學/社會科學院/勞工關係學研究所/碩士(2015年)

摘要

勞動部勞動力發展署乃於2012年9月規劃「推動就業服務一案到底作業模式計畫」，在失業認定一案到底服務所建立之基礎下，擴大辦理至所有求職求才服務範圍，並自2012年11月1日起由勞動部勞動力發展署所屬33個就業服務中心全面推動，提供求職求才民眾單一窗口、固定專人、預約服務之一案到底就業服務。就業服務流程的改變，使得原本個案管理員的工作被分化，每個就業中心對於個案管理員的工作已都另做了安排，故本研究以雲嘉南分署各就業服務中心的個案管理員為研究對象，探討因就業服務流程改變對個案管理員工作績效的影響為何，希望藉由分析結果，並提出相關的結論與建議，做為雲嘉南分署推動一案到底就業服務之參考依據。
為達成研究目的，本研究探討相關文獻後，採用質性訪談法，分別在雲嘉南分署各就業中心訪談個案管理員、督導與主管。研究發現研究成果主要有下列四點：（一）個案管理員在一案到底就業服務模式下的工作績效因工作內容不同於三合一就業服務模式而有增加工作績效數；（二）不同就業服務模式會影響個案管理員的工作績效表現；（三）局聘人員與派遣人員的個案管理員承受的工作績效不同；（四）除不同就業服務模式會影響工作績效外，尚有主管的管理風格方式工作內容的分配、工作價值(做的事情有價值有被重視)、角色被認同、團隊氣氛、次文化、自我角色認同等因素會影響個案管理員在工作績效上的表現。
另外從研究結果與參考文獻回顧，研究者提出下建議供參考：（一）建立一案到底就業服務模式標準作業流程；（二）明確定位出個案管理員的功能與角色；（三）工作績效的訂定可以採量化質化兼顧；（四）綜合服務區的就業服務人員專業化；（五）個案管理員增強自我專業技能；（六）多與主管進行雙向的溝通。

關鍵字

工作績效 ； 個案管理員 ； 就業服務

並列摘要

Workforce Development Agency, ministry of labor is planning "to promote Employment Services for case by one mode of operation," in September 2012, the basis of a case identified in the unemployment service established in the end of the next, apply to all job seekers, recruiters expand the scope of services. From November 1, 2012, Workforce Development Agency, ministry of labor owned 33 employment service centers offer the public a single window, a fixed hand, the case in the end one of the reservation services employment services. Because the employment service process changes, so that work of case manager had to be differentiated, each job center for work has made all other arrangements to case managers, so this study is about case manager of the Yunlin-Chiayi-Tainan Regional Branch of the Employment Service objects to study investigates why the process of change due to the impact of employment services case manager’ job performance, hoping analyze results and make relevant conclusions and recommendations, as the employment centers of reference.
In order to achieve the purpose, the present study was to investigate the relevant literature, the use interviews. Respectively to interview case manager, supervise and boss in the Yunlin-Chiayi-Tainan Regional Branch of the Employment Service. The study found the following research mainly four points: First, because of the employment service model, the case manager's job performance work content differs from triple, and increase the number of job performance .Second, different mode of employment services will affect the performance of case manager's job performance. Third, the case manager office recruits and dispatch personnel bear a different number of job performance. Fourth, in addition to a different mode of employment services will affect job performance, the allocation still in charge of the management style of the way job content, work values (do valuable have taken seriously), the role to be recognized, the team atmosphere, sub-culture, self role identity and other factors will affect the performance of the case manager's job performance.
Also review the results from the research and references, researchers have proposed the suggestion for consideration: First, to establishment a case in the end mode of employment services standard operating procedures. Second, clearly positioning of the case manager 's function and role. Third, job performance set can be employed both of quantify the quality. Fourth, the employment service personnel integrated service area of specialization. Fifth, the case manager enhances the professional skills of self. Six, communication with the boss.

並列關鍵字

Case Manager ； Employment Services ； Job Performance

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