DSpace Collection:
https://ah.lib.nccu.edu.tw/handle/140.119/2304
2024-03-28T17:18:03Z移工權益保障措施對移工權益改善之影響—以1955移工專線為例
https://ah.lib.nccu.edu.tw/handle/140.119/147091
題名: 移工權益保障措施對移工權益改善之影響—以1955移工專線為例; The Impact of the Government Protective Measures on the Foreign Workers` Rights and Interests in Taiwan: A Case Study for the 1955 Foreign Workers’ Hotline
Authors: 廖苑芬; Liao, Yuan-Fen
摘要: 我國自1989年開放引進移工以來,移工在臺人數持續增加,至2023年6月已達73萬9,496人。面對移工權益保障及移工權益改善的聲浪,我國自2009年開通1955移工專線,迄今約14年,面對持續增加的移工人數,1955移工專線是否仍持續受移工認同,並具權益改善之效果。本研究先以1955移工專線10年間的進線資料進行分析,接著透過訪談安置中心、曾使用該專線的移工、地方政府及1955移工專線接線服務員等利害關係人,了解其對專線的認知與態度,進而分析1955移工專線之執行是否具有成效。\n研究發現,1955移工專線對移工權益改善具正向影響,無論是移工主動或由朋友建議,當移工對勞動法令或政策有所疑慮,願意透過1955移工專線取得資訊,若遭遇不當對待時,1955移工專線也成為移工重要申訴管道。另1955移工專線的3大特色及緊急申訴功能受移工肯定,提供24小時、全年無休、免付費及多國語言之諮詢申訴服務,其中緊急申訴案件在處理機制上結合跨單位協助,能排除立即的危險,而1955移工專線接線服務員因定期的教育訓練,面對緊急案件亦能夠即時受理及派案,並持續關心地方政府案件處理進度,令移工安心。而教育訓練將是1955移工專線持續精進的關鍵,透過不斷的教育訓練,培養服務人員的知能,以增加專線服務效能,持續增進移工權益改善之效能。\n因1955移工專線為第一線資訊傳遞及資訊接收的角色,專線的服務品質有助於後續地方政府精準處理申訴案件,因此,針對1955移工專線,本研究有5點建議:加強接線服務員教育訓練的廣度與深度、獎勵績優接線服務員並重視其經驗傳承與知識交流、檢視接線服務員配置情形並專責勞資爭議案件受理、調整統計數據資料使資訊更詳實,以及汲取地方政府查察時的成功經驗,持續優化案件處理機制。另針對移工在臺工作政策,則歸納3點建議:強化雇主聘僱外國人所應有的知識與態度、檢討仲介收費制度並合理化收費標準,以及家庭看護工的勞動條件保障應更加關注。在政策與權益保障措施的同步調整,期望能對移工工作權益保護更具效益,降低勞資爭議情事,讓勞資關係能夠更加安定。; Since Taiwan opened its labor market to foreign workers in 1989, the number of foreign workers has continued to increase, reaching 739,496 in June, 2023. In response to the growing demand for protection and improvement of foreign workers’ rights and interests, Taiwan launched the "1955 Foreign Workers’ Hotline" in 2009 and has been in operation for over 14 years. The continuous increase in the number of foreign workers made it important to assess whether the 1955 Foreign Workers’ Hotline receives recognition from foreign workers or whether it has been effective in improving their rights and interests. This study firstly analyzed calls to the hotline received over the past 10 years and then conducted interviews with stakeholders such as resettlement centers, foreign workers who have used the hotline, local governments, and hotline operators in order to understand their perceptions and point of views towards the hotline. Through this analysis, the effectiveness of the implementation of the 1955 Foreign Workers’ Hotline can be evaluated.\nThis research has found out that 1955 Foreign Workers’ Hotline has a positive impact on improving the rights of foreign workers. Whether it is initiated by foreign workers themselves or suggested by friends, when they have doubts regarding labor laws and policies, they are willing to call and obtain information through the 1955 Foreign Workers` Hotline which has become an important channel for them to file complaints if they are treated unfairly. Furthermore, there are three major features of the 1955 Foreign Workers` Hotline, in which its emergency complaint handling function is highly recognized by the foreign workers. It provides 24/7 all year-round, toll-free, multilingual, consultation and complaint services. The handling mechanism for emergency complaint cases involves collaboration among multiple agencies to eliminate immediate dangers. The 1955 Foreign Workers` hotline operators are capable of promptly receiving and assigning emergency cases due to regular education and training. They also consistently follow up on the progress of the cases with local governments, providing assurance to foreign workers. Continuous education and training is the factor in improving the effectiveness of the 1955 Foreign Workers` hotline. Through continuous education and training, their knowledge and abilities are developed to enhance customer service efficiency and continuously improve the effectiveness of protecting the rights and interests of foreign workers.\nAs the 1955 Foreign Workers` Hotline plays a crucial role in information dissemination and reception, the quality of hotline services contributes to the precise handling of complaint cases by the local governments. Therefore, this study have five suggestions for 1955 Foreign Workers` Hotline: strengthen the breadth and depth of education training of hotline operators, rewarding and valuing outstanding operators and emphasizing their experience and knowledge sharing, reviewing the allocation of the operators and their responsibilities for handling labor disputes, adjusting statistical data to provide more comprehensive information, learn from successful experiences during local government inspections and continuously optimize the case handling mechanism. In terms of policies regarding foreign workers` employment in Taiwan, there are three suggestions: strengthening employers` knowledge and attitudes regarding the hiring of foreign workers and ensuring that they possess the necessary understanding and mindset, reviewing the agency fee system and rationalizing fee standards aiming for a more fair and reasonable fee structure, and paying more attention to live-in foreign caregivers to ensure their labor conditions and protections. Through synchronized adjustments of policies and measures for safeguarding rights and interest, it is hoped that the protection of foreign workers` labor rights will be more effective, labor disputes will be reduced, and labor-management relationships will become more stable.
描述: 碩士; 國立政治大學; 勞工研究所; 1072620172023-09-01T07:38:41Z我國居家照顧服務員之情緒勞動探討
https://ah.lib.nccu.edu.tw/handle/140.119/147090
題名: 我國居家照顧服務員之情緒勞動探討; Investigating the Emotional Labor of Home Care Workers
Authors: 柯欣妮; Ko, Hsin-Ni
摘要: 情緒勞動之議題經常和第一線服務人員相關聯,在長期照顧體系下,居家服務的提供尤備受重視,而本研究欲探究居家服務照顧服務員情緒勞動的展演策略、其負擔量、負面影響和對其可行的改善方法。雖然居服員的工作項目經常以體力勞動為皈依,但因要與服務對象相處,亦要付出了大量隱性的情緒勞動,這一點經常被忽略,本研究透過立意取樣和滾雪球取樣,選取12位目前正從事居服員之工作者,進行深度訪談,歸納研究發現為下:\n\n一、在形成居服員情緒勞動的結構因素中,組織建立的情緒規範、長期維持關係為主之服務提供、維持長照計畫之工作項目形式和維持關係之左右為難、教育訓練課程都形成了居服員行使情緒勞動的原因。\n二、居服員伴隨著執行工作後的感觸與體會,從表層偽裝蛻變成深層偽裝,但若沒有經過適當休息,亦會產生居服員從深層偽裝轉換為表層偽裝之情況。\n三、居服員從事的是高情緒勞動之工作,而居服員的情緒勞動負擔量高,其情緒勞動之展演類型多元,其中克制負面情緒、處理他人負面情緒被認為是辛苦的項目。\n四、成功的情緒勞動會提升服務品質,然而,居服員情緒負擔太重或情緒偽裝失敗時,會出現對組織的負面影響包括降低服務品質;而影響個人的負面影響為引發工作倦怠、工作壓力上升還有致生離職傾向。\n五、若可以增加主管與同事的支持、提供針對情緒勞動、舒緩壓力的教育訓練和開啟員工協助方案,方能經由組織來降低居服員因行使情緒勞動帶來的負面影響;而居服員自身也要以正向心理資本為圭臬,會尋求組織幫助來使自己突破工作困境。\n針對居服員的情緒勞動困境,本研究提出建議給予參考:\n一、在組織面向中,組織需重視居服員的情緒勞動負擔情況,並且設置其帶來的負面影響的改善方法。\n二、居服員個人須強化其正向心理資本,並且若有情緒勞動無法負荷的情況,要主動向機關求助。\n三、政府應要認真看待居服員的情緒勞動,並且藉由法律面或政策面來規範對於居服員情緒勞動負面影響的可行改善措施。; The issue of emotional labor is often associated with first-line service workers, and the supply of home care services is particularly important in care systems. This study aims to investigate the actings of emotional labor, its negative effects, and possible ways to improve it among home care workers. Although the work of home care workers is often based on physical labor, they also have to put in a lot of hidden emotional labor because they have to get along with patients. Through purposive sampling and snowball sampling, 12 workers who are currently working as home care workers were selected for in-depth interviews, and the research findings are summarized below:\n1. Among the structural factors that shape the emotional labor of home care workers, the display rules were established by the organization, the long-term relationship-based service supply, the delimma between the form of work items and maintain the relationship, and training courses all form the reasons for the emotional labor of home care workers.\n2. With the feelings and experiences of the home care worker after performing the work, the home care worker transforms from a surface acting to a deep acting, but without proper rest, the home care worker may also change from a deep actinge to a surface acting.\n3. Home care workers are engaged in high emotional work, and the emotional workload of home care workers is heavy, and the types of emotional work they perform are diverse.Restraining negative emotions and dealing with negative emotions of others are considered to be hard tasks.\n4. If the emotional burden of home care workers is too heavy or the emotional disguise fails, there will be negative effects on the organization, including reducing the quality of service; and the negative effects on individuals will be burnout, increased work pressure, and the tendency to quit.\n5. If we can increase the support of supervisors and colleagues, provide education and training for emotional work, relieve stress, and open up emoployee assistance programs, we can reduce the negative influence brought by the emotional labor of home care workers through the organization; and home care workers themselves should take positive psychological capital as a guideline and seek help from the organization to help themselves.\n\nFor the emotional labor struggles of home care workers, this study proposes recommendations for reference:\n1. In the organizational aspect, the organization should pay attention to the emotional labor burden of the home care workers and set up ways to improve the negative effects of it.\n2. Home care workers should strengthen their positive psychological capital and take the initiative to seek help from the authorities if they are unable to bear the emotional labor.\n3. The government should take the emotional labor of home care workers seriously and regulate possible measures to improve the negative effects of the emotional labor of home-based workers through laws or policies.
描述: 碩士; 國立政治大學; 勞工研究所; 1102620182023-09-01T07:38:29Z雙北地區中高齡業務機構執行成效之探討
https://ah.lib.nccu.edu.tw/handle/140.119/147089
題名: 雙北地區中高齡業務機構執行成效之探討; A study on the implementation effects of Middle-aged and Elderly Service Institutes in Taipei and New Taipei Cities
Authors: 蔡孟潔; Tsai, Meng-Chieh
摘要: 我國在面臨少子高齡化的人口結構轉變下,勞動市場結構已逐漸改變,高\n齡化、少子化等社會問題已開始影響我國的勞動力結構,若中高齡勞工持續退離就業市場,我國可能面臨缺工危機,政府如何提升我國中高齡及高齡者勞動參與率成為一關鍵議題。而隨著世代的改變,民眾期待政府機構能提供高效能、良好的服務,在政府機構財政資源有限且官僚系統無法滿足民眾的需求下,政府機關行政部門開始藉由委外經營,將服務委託給私部門,期望結合民間資源,使公共政策與服務更有效率與品質。\n也因此臺北市政府與新北市政府為了提升中高齡及高齡者的勞動參與率,\n紛紛設立了各自的中高齡業務機構,並委由民間廠商經營。究竟公私合作能否有效提升政府機構的營運,私部門和公部門機構的關係是否會對營運成效產生影響?\n綜合文獻回顧以及訪談分析,本研究發現:(1)政府業務委外經營有賴良好\n的公私合作;(2)雙北中高齡業務機構有必要建立組織策略性,以維持競爭優\n勢;(3)平衡計分卡應用於雙北中高齡業務機構會有所挑戰,須有所改良;(4)加強人員教育訓練以提升服務品質;(5)平衡計分卡的衡量指標能成為雙北中高齡業務機構營運關鍵。因此本研究建議承攬標案之企業: (1)確實瞭解業務營運內容,和機關建立共識;(2)參考相關機關委外案例推動經驗;(3)提供員工與組織互動的機會。同時建議政府監督單位則包含: (1)機關首長要有合作的決心,並給予資源上的支持;(2)委外後須建立監督機制及履約管理,以確保公共服務的品質;(3)連結獎金制度。; Taiwan is facing a population structure change with declining birth rate and agingpopulation, and the labor market structure has gradually changed. Social problems such\nas aging population and declining birth rate have begun to affect the labor forcestructure in our country. If middle-aged and elderly workers continue to withdraw fromthe job market, Taiwan may face job shortages. As the crisis coming, how the government can increase the labor force participation rate of middle-aged and elderly people in Taiwan has become a key issue. Also as generations change, the public expects government agencies to provide high-efficiency and good services. Given the limited financial resources of government agencies and the inability of the bureaucratic system to meet the needs of the people, the administrative departments of government agencies have begun to entrust services through outsourcing. For the private sector, it is expected to combine private resources to make public policies and services more efficient and quality.\nTherefore, the Taipei City Government and the New Taipei City Government have set up their own middle-aged and senior-aged business agencies in order to increase the labor force participation rate of the middle-aged and senior citizens, and entrust private manufacturers to operate them. Can public-private partnerships effectively improve the operations of government agencies, and will the relationship\nbetween private and public sector organizations affect operational effectiveness?\nBased on the comprehensive literature review and interview analysis, this study found that: (1) the outsourcing of government business depends on good public private cooperation; (2) it is necessary for Taipei City Government and the New Taipei City Government middle-aged and elderly business organizations to establish organizational strategies to maintain their competitive advantages; (3) balance the application of the scorecard in Taipei City Government and the New Taipei City Government middle-aged and elderly business organizations will be challenging and\nneeds to be improved; (4) strengthen personnel education and training to improve service quality; Critical to the organization`s operations. Therefore, this study\nrecommends that companies undertaking projects: (1) understand the business operation content and establish a consensus with the agency; (2) refer to the experience of relevant agency outsourcing cases; (3) provide opportunities for employees to interact with the organization. At the same time, it is recommended that the government supervisor include: (1) the head of the agency must have the\ndetermination to cooperate and provide resource support; (2) after outsourcing, as supervision mechanism and contract performance management must be established to\nensure the quality of public services; (3) link the bonus system .
描述: 碩士; 國立政治大學; 勞工研究所; 1092620102023-09-01T07:38:16Z主管領導風格對工作滿意度和勞資關係影響之探討-以補教業為例
https://ah.lib.nccu.edu.tw/handle/140.119/147088
題名: 主管領導風格對工作滿意度和勞資關係影響之探討-以補教業為例; A Study on the Impact of Leadership Style on Job Satisfaction and Labor-Management Relations-Taking Supplementary Education as an Example
Authors: 林献桀; LIN, SHIAN-JIE
摘要: 台灣重視教育的傳統文化造就了補習產業歷年來的興盛,而近年來受到少子化的日益嚴重,各補習班銷售的競爭更顯得較往年激烈,然而在實務上從事補習業的人員不但要投入大量時間於照顧輔導學生,也得花費心力去執行銷售規劃、挖掘新客戶、長時間持續與客戶維繫關係,同時亦必須接受企業施加的業績考核、參與定期的績效檢討,下班後還要處理一大堆家庭生活事務,處在如此高壓的環境中,如果這時補教企業沒有採取良好的領導方式幫助他們緩解這些工作壓力,甚至還發生同工不同酬等不公平的現象,使組織中勞資之間關係惡化,並滋生工作上的不滿意,這將一定導致大量的優秀人才流失,最後淪落至無法創造競爭力與提升組織績效的下場。\n故為了幫助補習業能變得更好,本研究將挑選主管領導風格中的轉換型主管領導類型去探析其是否能促進勞資關係與工作滿足的進步,以了解此主管領導風格、勞資關係與工作滿足之間的影響關係。研究方法是採取問卷調查的方法,鎖定台灣坊間補習業的員工為調查對象,最後利用描述性分析、信度分析、效度分析、結構方程模式分析等方法獲得下面四項研究結果:\n\n一、轉換型領導風格對員工的工作滿足存在顯著影響。\n二、轉換型領導風格對勞資關係氛圍存在顯著影響。\n三、勞資關係氛圍對工作滿足不存在顯著影響。\n四、勞資關係氛圍在轉換型領導風格與工作滿足之間無法達成中介關係。; Taiwan`s culture of emphasizing education has led to the prosperity of the tutoring industry over the years. In recent years, the declining birth rate has become increasingly serious, and the competition various tutoring centers has become more intense than in previous years. However, in practice, those engaged in the tutoring industry not only have to spend a lot of time taking care of and tutoring students, but also have to spend effort to implement sales planning, discover new customers, maintain relationships with customers for a long time, while at the same time must accept performance appraisals imposed by enterprises, participate in regular performance reviews, and deal with a lot of family life affairs after work. In such a high-pressure environment, if the enterprises of tutoring centers do not adopt a good leadership method to help them relieve these work pressures, as well as unfair treatment such as unequal pay for equal work, the relationship between labor and management in the organization will be deteriorated and beget job dissatisfaction. This will inevitably lead to the loss of excellent talents. In the end, it will end up being unable to create competitiveness and improve organizational performance.\nTherefore, in order to help the tutoring industry become better, this study will select the transformational leadership type to explore and analyze whether it can promote the atmosphere of labor relations and job satisfaction, by looking into the relationship among leadership style, labor relations, and job satisfaction. In this process, the method of questionnaire survey will be chosen, and target the employees of tutoring industry as the survey object, and finally use narrative analysis, reliability validity analysis, validity analysis, structural equation model analysis, and other methods to gain the following four conclusions:\n1.The transformational leadership style has a significant impact on employees` job satisfaction.\n2.The transformational leadership style has a significant impact on the atmosphere of labor-management relations.\n3.The atmosphere of labor-management relations does not have a significant impact on job satisfaction.\n4.The atmosphere of labor-management relations fails to have an intermediary relationship between transformational leadership styles and job satisfaction.
描述: 碩士; 國立政治大學; 勞工研究所; 1082620152023-09-01T07:38:03Z