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標題: 公立公共圖書館勞動派遣人力及其工作績效研究
A Study of Dispatched Workers in Public Libraries and Their Performance
作者: 周躡洋
Chou, Nieh-Yang
Contributors: 范豪英
Ellen Hao-Ying F. Liu
圖書資訊學研究所
關鍵字: 公共圖書館;勞動派遣;工作績效
public libraries;dispatched workers;performance
日期: 2013
Issue Date: 2013-11-21 11:09:49 (UTC+8)
Publisher: 圖書資訊學研究所
摘要: 圖書館人力資源之利用是圖書館行政之重要課題。從2005-2012年公共圖書館統計可看出公立公共圖書館的編制內人力持續低於非編制內人力;非編制內人力的其他項人力逐年升高,而其他項中即包含了勞動派遣人力。近年來由於政府機關推動人力精簡政策,致增加編制內人力很難,各館在權宜之下採用非編制內人力,以應服務讀者之需要。本文研究動機在於了解現階段公立公共圖書館非編制內人力中的勞動派遣人力運用情形及其工作績效。

本研究採文獻分析法及訪談法,訪談期間為102年5月2至27日,從全國24所縣市級以上公共圖書館中,對2005-2012年間已運用勞動派遣人力的12所圖書館進行訪談。對未採用者則詢問其不採用之原因。蒐集資料方法有實地訪談、電話訪談及回覆訪談大綱之文件。

研究結果分為四個面向:一、就現況而言:1.縣市立以上圖書館中有50%曾採用勞動派遣人力,採用的主因為人力不足,至於不採用的主因為有其他替代人力。2.部分勞動派遣人員由臨時人員轉換而來;3.政府採購法施行後促使各館以勞務委任之名行勞動派遣之實;4.招募勞動派遣人力的方式為公開招標且多採價格標;5.各館勞動派遣人數有逐年成長趨勢;二、就非編制內人力中,勞動派遣人力與非勞動派遣人力之差異而言:1.勞動派遣人員與約聘僱人員、臨時人員最大差別為前者不可辦理行政工作;2.與工讀生之區別為可連續於平日上班3.與志工之區別為領取薪資,工作責任較重;4.各館進用非編制內人力時,仍優先考量約聘僱人員、臨時人員;5.勞動派遣人員涵蓋白領及藍領;三、就工作績效而言:1.勞動派遣人員的工作績效是正面的;2.達到各館當初採用勞動派遣人力的預期目標;3.確實可節省用人經費;四、就評選派遣機構而言:1.透過公開招標方式評選派遣機構;2.評選項目包括廠商聲譽、實績及資本額等;3.館方透過沿用及轉換為臨時人員等激勵勞動派遣人員。

本研究之建議為:1.公立公共圖書館運用勞動派遣人數宜有上限;2.為順利運用勞動派遣人力,公立公共圖書館宜有配套措施;3.在法令許可範圍內,儘量照顧勞動派遣人員的福利。
Use of human resource is an important issue in the library administration. In the Public Library Statistics 2005-2012, we find the members of staff unapproved were more than the quota of staff approved, and they increased year by year. Dispatched workers are one kind of the members of staff unapproved. In resent years, the government has a downsizing policy. As a result, it is more difficult for public libraries to increase the quota of staff approved. They could only increase the members of staff unapproved to meet the work demands. The purpose of this study was to know the situation of the dispatched workers in the public libraries and their performance.

This study used the methods of an analysis of literature and documents and interviews. Interviews were conducted from May 2 to May 27, 2013. Librarians from 12 out of 24 public libraries that have used dispatched workers during 2005-2012 were interviewed.

Results of the study are listed in 4 aspects. First, in the current situation: 1. 50% beyond local libraries used dispatched workers, due to lack of human resources. Libraries that did not use dispatched workers was because there were alternative resources. 2. some public libraries changed temporary workers into dispatched workers to meet government’s policy. 3. the Government Procurement Act brought forth dispatched workers as outsource persons. 4. open tendering procedures was the way of employing dispatched workers. 5. the number of dispatched workers increased year by year. Second, among differences between dispatched workers and non-dispatched workers: 1. the dispatched workers could not handle administrated work; 2.the dispatched workers could go to work every day; 3, the dispatched workers had more responsibilities than volunteers; 4. contracted-
employment and temporary workers were considered first when using the staff unapproved; 5. dispatched workers included both white-collar and blue-collar workers in the libraries. Third, from the perspective of performance: 1. using dispatched workers was positive; 2. libraries achieved the original target of using them; 3. personnel budgets were saved. Forth, the evaluation of the companies: 1. the company was chosen by open tendering procedures; 2.evaluations included the reputation, the performance and the capital of the company.

Base on these results 3 suggestions are made: 1. the number of dispatched workers in the public libraries should be controlled; 2. making appropriate plans before using dispatched workers; 3. workers’ ware fare should be taken care of.
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