| Summary: | 碩士 === 銘傳大學 === 公共事務學系碩士在職專班 === 93 === In the 1990s, the trend of governmental reengineering process has focused on the improvement of the competitive advantage of the government. Strategic human resource management instead of traditional human resource management has become the main stream of administration. In an increasing global competitive market, human resources have been recognized as the source of competitive edge; in fact, many private institutions seek for competitive advantage by using core authority function; however, public departments take action slowly.
Since the theory of core authority function has been emerging in recent years, little research has been done on this topic. Especially in the topic of core authority function, most empirical studies are limited to single administrative area and people working in this area; therefore, this research focuses on the cognitive differences of and the degree of value for core authority function between the HRM employees working on central and local governments. My research questions are: (1) What role should the HRM employees play? (2) What core authority function should they have? (3) Is there any cognitive difference between central government HRM employees and local government HRM employees? The findings of my research will provide some theoretical and practical suggestions for human resource management.
In variable measurement, the construct of core authority function comprises four dimensions-- knowledge, technique, ability and attitude, with about 40 indicators. 1,160 questionnaires are mailed to respondents and 718 valid samples are received. Besides questionnaires, interviews are made with eight HRM officers from central and local government. To the extent of valuing core authority function, HRM officers in central government are concerned more about employees who have professional capability; on the other hand, HRM officers in local government care more about employees who have good attitude, communication and coordination ability. The variables such as age, position, leader or non-leader, tenure, gender, education level, and educational background have made significant differences. This research also tests some officers who work for the Examination Yuan, the Executive Yuan, and the other three related institutions. The result shows that the most important core authority function includes the attitude of “being aggressive and active” “stressing team work and cooperation,“ “being ambitious and enthusiastic” “active learning” “being responsible”, “being helpful ,” and “being patient”. The results between interviews and surveys are equivalent; some findings are special, such as emphasis on humanistic cultivation and respect for administrative ethics, and different values.
In general, the viewpoint and self-cognition of both central and local government officers to core authority function are significantly different. This means that their various traits caused different needs for core authority function. Therefore, the core authority function can be enhanced and institutionalized, serving as the basis of staff training and lifelong learning. This will have positive effect on organizational management and HRM staff operation. Finally, based on this research finding, in view of the legal side, the practical side, the institutional side and the HRM side, some suggestions are submitted as follows:1. amending the rules of staff management; 2. regularly modifying the contents of core authority; 3. establishing the human resource management model of core authority function; 4. transferring the role of managers to partnership of sales units; 5. building the knowledge data base to enhance the ability of communication and coordination. These suggestions will help the strategic planning in the recruitment, the selection, the orientation, the training, and the career development of human resource management process.
|
|---|
