A Study of Professional Position and Fatigue Among Elementary and Junior High School Educators in Yilan County

• Main Authors: FLY, 游淑芬
• Other Authors: 吳福源
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/7qw2ea

碩士 === 國立花蓮教育大學 === 學校行政碩士班 === 94 === The structure of an education system and the delegation of authority strongly influence the quality of education. A schools administration is a cooperative team and the correct division of labor and management of human during resources are the backbone of any organization a complete structural revision of the education system a school must also unceasingly restructure its internal management. The characteristics of a manager's responsibilities during mass structural reforms are worth researching. Providing typical management support to an administrative staff during structural reform is not enough to achieve timely improvements. It the management cannot fulfill these duties and efficiently manage resources then the members of the administration will gradually lose- their confidence, their sense of value and their sense of achievement. If these employees have no outlet to express their frustration, then the long-term result will be collective exhaustion and apathy. While playing the influential part of manager one should be aware that employee exhaustion would have a negative impact on the quality of education. If properly managed however, the school’s quality will unceasingly improve Therefore today’s managers cannot ignore important issues. The goal of this research is to explore managers' responsibilities in the event of collective employee exhaustion. This paper will also explore the various ways managers of different backgrounds have coped with employee apathy. This paper will also discuss the influence of job characteristics on employee exhaustion this paper will for an organizations potential based on the organizations background and characteristics. Finally the paper will offer methods for employee of administrative organization to resolve and alleviate employee exhaustion. The key findings of this research, based on analysis of actual events, are summarized below: 1. On the whole managers found their companies many characteristics to be on par with other companies. They cited a cooperative spirit displayed among employees as their strongest quality, and reported a low rate of selfishness. 2. Managers also ranked the level of corporate exhaustion in their company as on par with other companies. They reported that employee exhaustion most often manifested itself as a decrease in employee morale, and least commonly as a drop in productivity. 3. There were differences in both the perceptions of a company’s individual qualities and the discernment of corporate exhaustion between managers of different genders, educational background. What duties the manager attended and how long a manager worked in a school also seemed to affect their opinions. There were also differences in perception based on the schools qualities, such as the school’s location, the age of students taught at the school, and the size of the school. 4. There was a significant inverse relationship between a manager’s estimation of a company’s qualities and her measure of employee exhaustion. 5. There was also a significant inverse correlation between inter-employee amicability and corporate exhaustion. From this correlation a company’s potential for corporate exhaustion can be estimated. 6. In the Yilan elementary schools that were investigated in this study a school’s background variables and job characteristics all significantly influenced the school’s likelihood for corporate exhaustion. In conclusion this research offers the following recommendations: 1、To prevent corporate exhaustion we encourage managers of educational administrative personnel to execute the following: （1）. Continue their education and pursue a higher degree;（2）. Maintain friendly relationships with managers from other regions and periodically meet with these managers to discuss ways to relieve and prevent corporate exhaustion;（3）. Periodically critically investigate their own school’s existing method of managing and employing human resources. 2. To employees we suggest the following: （1）. Male staff shall be given with environment facilitating the social in jobs with other coworkers in the school and important missions.（2）. Timely rotate the job of staff in Faculty Department so as to avoid the emergence of continuous job fatigue. （3） .The staff with seniority of 11 to 15 years shall be addressed with the connections in jobs with other part of the school and the community. （4）.Hold inter-school and intra-school social activities and events regularly to build up the relationship orientation of school staff.（5）. Hold inter-school and intra-school social activities and events regularly to build up the relationship orientation of school staff. 3. Suggestions to staff of school:（1）. Male staff shall actively demonstrate his job performance to be empowered by school authority for important job or attach importance to job currently handling.（2） . Staff of school shall positively build friendly environment and make friends inside and outside the school.（3） .Staff with seniority of 11- 15 years shall look out and equip himself with sociability. 4. Suggestions to coming research: （1）. Expansion of field of research: it may be expanded to different industry and different profession to further understand the job fatigue in workplace. （2）. Expansion of variables of research – the consequential variables may be expanded, such as service attitude.（3）. In-Depth of Job Sociality– Through Path-Analysis, the causal variable of job fatigue may be explored.