A Study on School Personnel Officer Role Positioning and Conflict– Taking Taoyuan County Elementary and Junior High Schoo full-time Personnel Officers as examples

• Main Authors: Chin-Ju Liu, 劉靜如
• Other Authors: 作者未提供
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/p7c75u

碩士 === 銘傳大學 === 公共事務學系碩士在職專班 === 97 === This study examines the correlations between the role positioning and role conflicts of the school personnel officers and would present the results found in this study to the personnel staff in the supervising authorities, school management and school full-time personnel officers. Methodologically this study conducts an overall survey by administering a questionnaire survey specifically to some elementary schools and junior schools in Taoyuan County; the questionnaires collected were then analyzed with SPSS software and led to the findings as the follows: 1. Apparent deviations arise between “Age” & “Job Position” and Role Positioning Variables; 2. Apparent deviations arise between “Age” & “School Employment Seniority” and Role Conflict Variables; 3. Apparent deviations arise between School Levels & School Class Numbers and Role Conflict Variables; 4. Currently the roles of the school full-time tpersonnel officers remains mainly the in administrative experts; 5. Concerning the role conflicts among the school full-time personnel officers, “Conflict against the role expectation from the management” is perceived far atop; 6. Administrative experts demonstrate the highest predict power at “Conflict against the role expectation of the management”, showing a positive regression coefficient; while the employee proxies also demonstrate significant predict power at the same, but showing a negative regression coefficient; 7. The employee proxies demonstrate the highest predict power at “Conflicts in the standing points of various roles”, showing a negative regression coefficient; 8. The strategic partners demonstrate the highest predict power at “Conflicts in the their own expectation in personnel jobs”, showing a negative regression coefficient; 9. The strategic partners demonstrate the highest predict power at “Conflicts in the role expectations put on them by the supervising authorities”, showing a negative regression coefficient; 10. In the aspect of “Conflict against the role expectation of the management” found in the school full-time personnel officers, the predict power of “strategic partners”, that of “administrative experts, and that of “advocators of change/innovation” are apparently higher than that of the employee proxies; 11. In the aspect of “the conflicts resulted from the standing points of various roles” found in the school full-time personnel officers, the predict power of “strategic partners”, and that of “administrative experts”, are apparently higher than that of the “employee proxies”. This study finds some conclusions from the survey results through induction and in turn presents the following suggestions as reference for the interested parties: 1. Suggestions to the School Management: It is a must to clearly define the personnel job specification for the sake of preventing from inconsistency in role expectation and to value appropriately the profession of personnel services and to enhance the awareness and disciplines of rules and laws among all teachers for enhancing the accomplishments in implementing changes and reinventions. 2. Suggestions to the Supervising Authorities: To establish the personnel officer assignment standards for those being appointed as degraded personnel officer for elementary school, also to raise the position ranks, and to foster the training programs for the newly appointed officers, for the sake of preventing from any delay of the practice of the duties. 3. Suggestions to the School Full-time personnel officers in Taoyuan County: To stringently implement “customer-centered” practice and to reinforce the job experiences and competence for the sake of reducing the possibility of role conflicts; to form the personnel services quality control circle, to play the role of strategic partners and to establish both official and non-official communication pathways for the sake of promoting the role functions of the “employee proxies.