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https://ah.lib.nccu.edu.tw/handle/140.119/131136| 題名: | 公務人員的個人創新性與公共服務動機對公私部門工作偏好之影響 The impacts of the public servants’ innovativeness and public service motivation on their public / private-sector preference |
作者: | 康宏暐 Kang, Hung-Wei |
貢獻者: | 董祥開 Dong, Hsiang-Kai 康宏暐 Kang, Hung-Wei |
關鍵詞: | 公私部門工作偏好 個人創新性 公共服務動機 個人組織配適 Preferences of public / private sector Personal innovativeness Public service motivation Person-organization fit |
日期: | 2020 | 上傳時間: | 3-Aug-2020 | 摘要: | 過去研究曾指出在政府部門的官僚人員天生就具有反創新DNA、保守且厭惡風險發生之個人特質，同時，卻又擁有比一般人更多的公共服務動機。本研究即試圖瞭解這些對於公務人員的認知是否屬實，是否選擇從事公務人員工作者的創新意願真的比較低？並驗證公共服務動機是否會讓人對公部門產生較高的偏好？\n 本研究以2015年考試院委託計畫「從循證人力資源管理建構激勵導向的公共服務：公務人員職涯發展模式初探與規劃」之問卷資料進行次級資料分析，研究對象為我國現職公務人員，經排除缺漏樣本後，共計有效樣本數為3,428份，採用量化分析方法，以「個人創新性」與「公共服務動機」作為自變項，「公私部門工作偏好」作為依變項，並納入基本個人屬性統計變項，以順序羅吉斯迴歸方法分析我國公務人員其個人與組織配適之情況，並驗證本研究之假設「個人創新性越高的公務人員，會認為公部門工作的吸引力比私部門工作來的低」、「公共服務動機越高的公務人員，會認為公部門工作的吸引力比私部門工作來的高」皆成立，並據此提出相關管理及政策建議。 Past researches have pointed out that bureaucrats in the government are anti-innovative DNA, conservative and risk-averse inherently, but at the same time, they have more public service motivation (PSM) than others. This paper attempts to understand whether these perceptions of public servants are true, whether the innovativeness of public servants will be lower? Otherwise, trying to comfirm that whether PSM will indeed make the preference of the public sector much higher?\n This paper uses secondary data for analyses, the source of the data is from the “Constructing The Incentive-Oriented Public Services under the Evidence-Based Human Resource Management Concepts” supported by the Examination Yuan, 2015. The total number of samples in this survey is 3,428 and they are all current public servants in R.O.C. Take “PI” and “PSM” as independent variables, “the preference of public and private sector” as dependent variable, and include personal statistical variables with quantitative analysis method – ordered logistic regression to analyze the person-organization fit of individual public servant in R.O.C. And the results supported the hypothesis of this paper: “the public servant with higher personal innovativeness will consider public sector to be less attractive to work than private sector” and “the public servant with higher public service motivation will consider public sector to be more attractive to work than private sector”. Based on these results, this paper also trys to promote some practical management and policy recommendations. |
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E., & Pandey, S. K. (2008). Public service motivation and the assumption of person—Organization fit: Testing the mediating effect of value congruence. Administration & Society, 40(5), 502-521.\nWright, B. E., Christensen, R. K., & Isett, K. R. (2013). Motivated to adapt? The role of public service motivation as employees face organizational change. Public Administration Review, 73(5), 738-747.\nWright, B. E., Hassan, S., & Park, J. (2016). Does a public service ethic encourage ethical behavior? Public service motivation, ethical leadership and the willingness to report ethical problems. Public Administration, 94(3), 647-663.\nWright, B. E., Moynihan, D. P., & Pandey, S. K. (2011). Pulling the levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72(2), 206-215. | 描述: | 碩士 國立政治大學 公共行政學系 103256022 |
資料來源: | http://thesis.lib.nccu.edu.tw/record/#G0103256022 | 資料類型: | thesis |
| Appears in Collections: | 學位論文 |
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