A Study of Ceneralizing Human Resource Personnel Office in Taipei County Municipal Elementary School and Junior High School

• Main Authors: Tseng,Chien-Hsun, 曾千薰
• Other Authors: You,Jin-Nian
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/12619697979665424593

碩士 === 國立臺灣師範大學 === 教育學系在職進修碩士班 === 94 === The thesis is aimed to understand current situation and the problems and difficulties occurring during the implementation, and furthermore discuss the causes and improvement strategy to provide as a reference to the Taipei County Government to evaluate the “policy of centralizing human resource personnel’s office”. This research covers five main themes: “Flexibility of Human Resource Adjustment”, “Effective Implementation of Human Resource Policy”, “Improving Human Source Service Efficiency”, “Centralizing Office”, and “Improvement Strategies”. Questionnaire survey of “Research Investigation of Centralizing Human Resource Personnel Office in Taipei County Municipal Elementary School and Junior High School” is administered to the entire personnel staff and the school teachers in 58 elementary and junior high schools. The total subjects conducted are 602 in terms of random sampling. In addition, in-depth interview was undertaken to collect some complementary data. The raw data was analyzed by means of Frequencies , Percentage , t-Test, oneway ANOVA and Scheffe' Method. The conclusions are as follows: 1. The district center of centralizing office is duty-driven. Its format is not legalized and the director of district center is not properly identified and positioned; thus the district center is not able to fully utilize its functions. 2. Centralizing office has limited quota , and can allocate for more than one of the institutions. Even though the human source is streamlined, but has resulted manpower allocation diversity between the urban areas and rural ones. Rural area with less manpower has more pressure. Metropolitan area also sees some problem, when the school institution does not receive professional service because the manpower transfers from time to time. 3. The school has to accommodate the HR personnel to provide assistance. While this is giving extra workload for the school staff, but also reduce the workload for the school’s HR staff. 4. There is increasing amount of omits occur during the documentation procedure. The official documents need to be returned to the school or to the district center for approval stamp. This is causing longer than expected delay or low efficiency in dealing with the official documents. Paperwork and budget reconciliation must be communicated between the district center and the school. The time in this process does not necessarily simplify or shorten the processing time. 5. In accordance with the standard operational procedure of centralizing the office, internet or email attached spreadsheets really does not the HR service become more effective in the process. Proper authorization also helps improve the efficiency. However, on the other hand, excessive power authorized would also have the concern of not able to monitor the procedure. 6. After implementing centralizing office, the HR personnel must return to the school to provide service once a week or at unspecified time. During the short stay in the school, the HR policy is not able be implemented properly because the role of duty is not fully served. Not able to provide customer-first oriented service, the HR function is then limited to approval process only. 7.Over-estimating the cost reduction of HR is actually increasing the cost of equipment and office miscellaneous items. The expected reduction on the hourly pay of the teaching HR personnel is actually not saving the money. The time cost and travel expense incurred for the personnel to commute in between the district center and the school is hard to meet the forecasted plan. 8.The schools are against of this policy. HR personnel commutes between district center and the schools are adding extra personal time, transportation burden, body tolerance and increase safety risks. Due to the fact that the centralized office is isolated from the schools, the morale of the personnel is diminished. 9.From the improvement strategy perspective, the two centralized offices have received low agreement on this policy. This has caused burden to the school’s human resource structure. 10.From the improvement strategy perspective, the three independent office strategies have received agreement leaning to the center. They agree on the HR personnel returning to the school, and the school without HR personnel shall consider alternative improvement strategy. 11.HR personnel should return to the school to work. Small-size schools, which do not have the HR personnel, can get HR personnel in accordance to the regional union of schools regulation. Household Control, Land Control, and such professional agencies can have joint HR personnel. 12.This research is in accordance to the qualities, functions and duties of personnel and accounting systems to work out the system restructure policy. The following suggestions are provided as follows: 1. Suggestion to the HR supervising department in the central government” (1) To establish more flexible and diverse structure format to meet the needs of restructuring (2) Certain regulations must be loosen up to foresee reform of the structuring 2. Suggestion to the Taipei County Government: (1) To create formula for appropriate system of quota allocation (2) To provide legal reference for the centralized office in district center and the director of the district center. (3) HR procedure must improve electronic procedures (4) To improve county’s professionalism and teamwork cooperation. (5) To encourage the morale of the county HR personnel 3. Suggestions to the Taipei County Municipal elementary schools and junior high schools: (1) To treat HR personnel as a team (2) To clarify the duties between each other 4. Suggestions to the HR personnel: (1) Improve personal professional abilities (2) To develop the second talent 5. Suggestions for further studies: (1) The system must be able to investigate the thinking and comments of the HR personnel in the centralized office, and as well as those of the other schools in the Taipei County, and County Government decision makers, administration staff and related bureau staff. (2) The formation at early stage, policy-making, and the finding of the problems after implementation are all suitable topics for the researchers to study further.