Title: 從勞雇關係屬性的改變論我國公務人員管理機能的調整
On the Shift of HRM Functions of Public Sectors in Taiwan: An Employer-Employee Relationships Transformation Perspective
Authors: 萬榮水
Ron S. Wahn
Jaw-Ming Chen
Keywords: 勞雇關係;人力資源管理機能;公務人員管理制度;制度的管理機能解析;Employer-employee Relationships;HRM Functions;Civil Servant Systems of Taiwan;Analysis of Institutional Management Functions
Issue Date: 2000
Abstract: 本論文討論:相應於勞雇關係屬性之改變,我國公務人員管理的機能當如何調整?作者想探究的是:以往政府與公務人員的關係內涵究竟為何?政府憑以管理公務人員的制度性的機能為何?其對公務人員的管理績效如何?如果政府與公務人員的關係內涵己經改變,代表他們對彼此的期望與相互對待的原則也改變了,那麼,政府需要利用怎樣的新機能,來改善人力資源的管理效能呢? 本研究整合制度研究、政策研究及個案研究的邏輯,發展出「制度的管理機能解析」之方法,以進行我國公務人員管理制度的機能解析並推論其調整趨向。 本研究的結論為:(1)透過理論的解釋、演繹,勞雇關係屬性的改變可區分為「隸屬型」與「合夥型」兩種類型;相對的,HRM的機能可區分為「人力資源管理」及「人才資本連結」兩種型態。(2)經過理論的推演,確認「隸屬型」與「合夥型」勞雇關係屬性、「人力資源管理」及「人才資本連結」兩種機能,均為概念上對立的關係。(3)由個案解析的發現,證明「隸屬型」的勞雇關係屬性對應「人力資源管理」的機能。(4)依據以上三項關連,推論勞雇關係屬性轉變為「合夥型」時,組織人力資源管理的機能將會調整為「人才資本連結」。 經由個案之解析,本文並就實務提出政策建議:將我國公務人員管理機能逐漸從單一體系彈性化,邁向多元體系組合運用。
Many people concern about what will be the new HRM functions of public sectors in Taiwan since the nature of employer-employee relationships has been changing. This paper is designed to answer the following two questions: (1) What was the nature of relationships between government and its employees and what were the corresponding HRM functions in the past? (2) Under the changed relationships between government and its employees, what corresponding HRM functions will be in the future? In addition to combine institution analysis methodology and policy research and case study, the author also develops a so called “the institutional analysis of management functions“ new approach method to pursue the corresponding management functions of the civil servant systems of Taiwan in the past as well as the re-positioning directions in the future. The main conclusions of this research are the following: (1) the employer-employee relationships could be divided into two different patterns: domination (it means vertical integration between organization and its staffs.) and partnership (it means lateral cooperation between the two sides.) While the management functions could be divided into two different styles: HRM and HCA (human capital alignment.) (2) the domination pattern of employer-employee relationships goes well with HRM while partnership pattern goes better with HCA. (3) the case study shows that employer-employee relationships in Taiwan’s civil servant institutions is a domination pattern and its corresponding management focus is HRM functions (4) the case study also revels that the nature of employer-employee relationships between Taiwan’s civil servants and government is changing toward a partnership pattern and management focus will be on HCA functions. Finally, this paper provides policy recommendations that will be helpful for government to develop a multi-systems of HCA gradually through a single and flexible HRM systems.
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