| Summary: | 碩士 === 銘傳大學 === 公共事務學系碩士在職專班 === 95 === The promotion for firefighters is not only an important factor in enhancing worker morale and improving productivity and efficiency, but is also crucial in maintaining organizational improvement and development.
This study is based on Taipei City Firefighters and focused on the problems and challenges in the following areas: promotional problems in evaluation, gender discrimination, educational background and experiences, references and personal contacts. Subjective and objective indexes will be introduced in this study.
This research is largely based on the theories of organizational motivation. In addition, other theories are applied in this study include promotion theory, sponsor relationships, Glass-Ceiling Effect, and relative references. The sampling and in-depth interviews are applied in this research. Through the collection of data, coding and analysis, the aim of this study is to provide a better understanding of the Taipei City Fire Department promotion policy.
The results of this study include the followings: 1) The head of the office is the major decision-maker in determining firefighter promotions; 2) The promotional political phenomenon would result by negative influences such as complaints, idleness, and increased resignations; 3) Too much emphasis on rewards and punishment in promotional evaluation would lead to the deviation of organizational goals and objectives; 4) The limited number of high-ranking positions would result by a promotional “bottleneck” problems; 5) The female firefighters “glass-ceiling effect;” 6) Overemphasis of “sponsors relationships” influences the fairness of promotional practices.
Suggestions of this study include the followings: 1) Recruitment process should be characterized by openness, fairness, and equality; 2) Standardize firefighters administrative regulations through legislation; 3) Institute a system of rotation in order to improve the promotional structure; 4) The recording of firefighters evaluations and merits need to be more systematic and equitable; 5) Provide a holistic and comprehensive educational and training program for firefighters; 6) To Integrate and fulfill those theories on training & promotion programs, and to stimulate the functions of the training program.
|
|---|
