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題名 探討海軍基層幹部權責劃分與角色認同衝突之解決策略研究
Research on Solutions to the Conflict of Authority Distribution and Role Identity among Grassroots Navy Officers
作者 王國勝
Wang, Guo-Sheng
貢獻者 李文傑
Li, Wen-Jie
王國勝
Wang, Guo-Sheng
關鍵詞 海軍基層幹部
權責劃分
角色認同
專注本務
Grassroots Navy Officers
Authority Distribution
Role Identity
Focus On Core Duties
日期 2025
上傳時間 4-Feb-2025 15:58:27 (UTC+8)
摘要 本研究以海軍基層幹部為研究對象，並以國軍組織變革及臺海局勢升溫為背景，探討權責模糊、人力資源不足與職務角色定位等核心問題，分析了基層幹部因權責模糊導致的角色定位衝突及對工作效能的影響。研究採用質性與量化結合的研究模式，首先運用半結構訪談法針對專家訪談探索挑戰根源，再進一步設計問卷，驗證人力不足、職務兼任與權責不明對工作認同及效能的負面影響。結果顯示，國軍當前對基層幹部權責劃分與資源分配的不足，是管理困境的根源之一，海軍基層幹部在權責不明確的情境中，容易產生角色衝突，尤其在兼任多項職務時，壓力倍增；此外，現行的權責體系未能提供足夠的授權，基層幹部在決策時受到限制，缺乏靈活性，使其無法迅速應對突發情況。研究通過SWOT分析建議，應強化基層幹部的授權靈活性，明確職權範圍，並加強人力資源管理策略，提供針對性的培訓與激勵機制，通過制度化職責劃分與合理的人力資源配置，改善基層幹部的管理困境，並為國軍管理模式與授權體系完善提供重要參考，助力國軍現代化發展。未來研究可進一步探討跨層級幹部合作的模式及在不同軍種中應用的可能性。
This study focuses on grassroots naval officers, analyzing core issues such as unclear authority, insufficient human resources, and role ambiguity against the backdrop of military organizational reform and rising tensions in the Taiwan Strait. Using a mixed-methods approach, the study employed semi-structured expert interviews to identify challenges and developed surveys to verify the negative impacts of insufficient manpower, multiple job assignments, and unclear responsibilities on job recognition and performance. Results reveal that inadequate authority delineation and resource allocation are key causes of management challenges. Role conflicts intensify under unclear authority, especially when officers handle multiple roles, leading to increased stress. Moreover, the current system's lack of sufficient delegation restricts decision-making flexibility, hampering officers' ability to respond promptly to emergencies. Through SWOT analysis, the study recommends enhancing delegation flexibility, clarifying authority boundaries, and improving human resource management strategies, including targeted training and incentives. Institutionalized role delineation and resource optimization could alleviate management difficulties and serve as a reference for improving military management models and delegation systems, supporting the modernization of the armed forces. Future research could explore cross-level collaboration models and their applicability across different military branches.
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(1997).Formal and real authority in organizations. Journal of political economy, 105(1), 1-29. Appelbaum, S. H., Hébert, D., & Leroux, S. (1999). Empowerment: Power, culture, and leadership – A strategy or fad for the millennium? Journal of Workplace Learning, 11(7), 233-254. Asante, C.-R., & Buami, E. K. (2013). Delegation: A tool for contemporary managers. International Journal of ICT and Management, 1(2), 92-98. Block, P. (2016). The empowered manager: Positive political skills at work. John Wiley & Sons. Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101. Carlos, G. T. (2000). Leadership, teamwork, and empowerment: Future management trends. Cost Engineering, 42(10), 41-44. Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471-482. Cooter, R. D., & Gilbert, M. D. (2022). Public Law and Economics. Oxford University Press. Davis, J. H., Schoorman, F. D., & Donaldson, L. (1997). Toward a stewardship theory of management. Academy of Management Review, 22(1), 20-47. D'Innocenzo, L., Luciano, M. M., Mathieu, J. E., Maynard, M. T., & Chen, G. (2016). Empowered to perform: A multilevel investigation of the influence of empowerment on performance in hospital units. Academy of Management Journal, 59(4), 1290-1307. Galbraith, J. R. (1974). Organization design: An information processing view. Interfaces, 4(3), 28-36. Gulick, L., Urwick, L., Mooney, J. D., Fayol, H., Dennison, H. S., Henderson, L. J., Whitehead, T. N., Mayo, E., Follett, M. B., Lee, J., & Graicunas, V. A. (1937). Papers on the science of administration. New York: Institute of Public Administration, Columbia University. Hackman, B. K. (1990). Managerial delegation behaviour (Doctoral dissertation, The Australian Graduate School of Management, University of New South Wales). Hackman, B. K. (1995). Reconceptualizing managerial delegation behaviour. Asia Pacific Journal of Human Resources, 32(3), 33-52. Haugh, H. M., & O’Carroll, M. (2019). Empowerment, social innovation and social change. In Handbook of inclusive innovation. Edward Elgar Publishing. Honold, L. (1997). A review of the literature on employee empowerment. Empowerment in Organizations, 5(4), 202-212. Humborstad, S. I. W., & Kuvaas, B. (2013). Mutuality in leader–subordinate empowerment expectation: Its impact on role ambiguity and intrinsic motivation. The Leadership Quarterly, 24(3), 363-377. Jung, K. B., Kang, S.-W., & Choi, S. B. (2020). Empowering leadership, risk-taking behavior, and employees’ commitment to organizational change: The mediated moderating role of task complexity. Sustainability, 12(6), 2340. Kvale, S., & Brinkmann, S. (2009). InterViews: Learning the Craft of Qualitative Research Interviewing (2nd ed.). Thousand Oaks, CA: Sage. Malik, S. S. (2023). The art of delegation: Empowering your team for success. Global Journal of Econometrics and Finance, 1(1), 75-84. Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372-1395. Mathebula, B., & Barnard, B. (2020). The factors of delegation success: Accountability, compliance, and work quality. Expert Journal of Business and Management, 8(1), 76-97. Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340-363. Muir, J. (1995). Effective management through delegation. International Journal of Productivity and Performance Management, 44(7), 6-7. Patton, M. Q. (2002). Qualitative Research & Evaluation Methods (3rd ed.). Thousand Oaks, CA: Sage. Potnuru, R. K., Sahoo, C. K., & Sharma, R. (2019). Team building, employee empowerment and employee competencies: Moderating role of organizational learning culture. European Journal of Training and Development, 43(1/2), 39-60. Randolph, W. A. (1995). Navigating the journey to empowerment. Organizational Dynamics, 23(4), 19-32. Rizzo, J. R., House, R. J., & Lirtzman, S. I. (1970). Role conflict and ambiguity in complex organizations. Administrative Science Quarterly, 15(2), 150-163. Sadq, Z. M., Ahmad, B. S., & Jwmaa, S. J. (2019). The role of empowerment strategies in achieving organizational effectiveness: An analytical study of managers' views in a sample of private banks in Erbil/Iraq. International Journal of Social Sciences & Educational Studies, 5(3), 110-127. Sahoo, C. K., & Das, S. (2011). Employee empowerment: A strategy towards workplace commitment. European Journal of Business and Management, 3(11), 46-54. Spreitzer, G. M., & Doneson, D. (2005). Musings on the past and future of employee empowerment. In T. Cummings (Ed.), Handbook of Organizational Development. Thousand Oaks, CA: Sage. Spreitzer, G. M., de Janasz, S. C., & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behavior, 20(4), 511-526. Turner, B. A. (1976). The organizational and interorganizational development of disasters. Administrative Science Quarterly, 21(3), 378-397. Venton, J. P. (1997). A general theory of delegation, accountability, and empowerment. Canadian Journal of Program Evaluation, 12(2), 163-188. Weick, K. E. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38(4), 628-652. Wilkinson, A. (1998). Empowerment: Theory and practice. Personnel Review, 27(1), 40-56. Yukl, G., & Fu, P. P. (1999). Determinants of delegation and consultation by managers. Journal of Organizational Behavior, 20(2), 219–232. Yukl, G. A., & Becker, W. S. (2006). Effective empowerment in organizations. Organization Management Journal, 3(3), 210-231.
描述 碩士
國立政治大學
行政管理碩士學程
112921307
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0112921307
資料類型 thesis
dc.contributor.advisor 李文傑zh_TW
dc.contributor.advisor Li, Wen-Jieen_US
dc.contributor.author (Authors) 王國勝zh_TW
dc.contributor.author (Authors) Wang, Guo-Shengen_US
dc.creator (作者) 王國勝zh_TW
dc.creator (作者) Wang, Guo-Shengen_US
dc.date (日期) 2025en_US
dc.date.accessioned 4-Feb-2025 15:58:27 (UTC+8)-
dc.date.available 4-Feb-2025 15:58:27 (UTC+8)-
dc.date.issued (上傳時間) 4-Feb-2025 15:58:27 (UTC+8)-
dc.identifier (Other Identifiers) G0112921307en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/155491-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 行政管理碩士學程zh_TW
dc.description (描述) 112921307zh_TW
dc.description.abstract (摘要) 本研究以海軍基層幹部為研究對象，並以國軍組織變革及臺海局勢升溫為背景，探討權責模糊、人力資源不足與職務角色定位等核心問題，分析了基層幹部因權責模糊導致的角色定位衝突及對工作效能的影響。研究採用質性與量化結合的研究模式，首先運用半結構訪談法針對專家訪談探索挑戰根源，再進一步設計問卷，驗證人力不足、職務兼任與權責不明對工作認同及效能的負面影響。結果顯示，國軍當前對基層幹部權責劃分與資源分配的不足，是管理困境的根源之一，海軍基層幹部在權責不明確的情境中，容易產生角色衝突，尤其在兼任多項職務時，壓力倍增；此外，現行的權責體系未能提供足夠的授權，基層幹部在決策時受到限制，缺乏靈活性，使其無法迅速應對突發情況。研究通過SWOT分析建議，應強化基層幹部的授權靈活性，明確職權範圍，並加強人力資源管理策略，提供針對性的培訓與激勵機制，通過制度化職責劃分與合理的人力資源配置，改善基層幹部的管理困境，並為國軍管理模式與授權體系完善提供重要參考，助力國軍現代化發展。未來研究可進一步探討跨層級幹部合作的模式及在不同軍種中應用的可能性。zh_TW
dc.description.abstract (摘要) This study focuses on grassroots naval officers, analyzing core issues such as unclear authority, insufficient human resources, and role ambiguity against the backdrop of military organizational reform and rising tensions in the Taiwan Strait. Using a mixed-methods approach, the study employed semi-structured expert interviews to identify challenges and developed surveys to verify the negative impacts of insufficient manpower, multiple job assignments, and unclear responsibilities on job recognition and performance. Results reveal that inadequate authority delineation and resource allocation are key causes of management challenges. Role conflicts intensify under unclear authority, especially when officers handle multiple roles, leading to increased stress. Moreover, the current system's lack of sufficient delegation restricts decision-making flexibility, hampering officers' ability to respond promptly to emergencies. Through SWOT analysis, the study recommends enhancing delegation flexibility, clarifying authority boundaries, and improving human resource management strategies, including targeted training and incentives. Institutionalized role delineation and resource optimization could alleviate management difficulties and serve as a reference for improving military management models and delegation systems, supporting the modernization of the armed forces. Future research could explore cross-level collaboration models and their applicability across different military branches.en_US
dc.description.tableofcontents 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的問題 4 第三節 研究範疇界定 7 第四節 研究流程與章節 9 第二章 文獻探討 13 第一節 授權理論的發展 13 第二節 授權理論在私人組織管理上的運用 16 第三節 授權理論在公部門組織管理上的運用 20 第四節 授權使用之損益分析 23 第三章 研究方法與設計 26 第一節 研究架構 27 第二節 研究方法之選用 28 第三節 研究參與者之選取 36 第四節 資料蒐集與處理 37 第四章 研究分析與結果 39 第一節 專家深入訪談分析 39 第二節 研究問卷調查分析 45 第三節 SWOT分析與策略建構 60 第五章 結論與建議 67 第一節 研究結論 67 第二節 未來建議 70 參考文獻 72 附錄 78zh_TW
dc.format.extent 1800075 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0112921307en_US
dc.subject (關鍵詞) 海軍基層幹部zh_TW
dc.subject (關鍵詞) 權責劃分zh_TW
dc.subject (關鍵詞) 角色認同zh_TW
dc.subject (關鍵詞) 專注本務zh_TW
dc.subject (關鍵詞) Grassroots Navy Officersen_US
dc.subject (關鍵詞) Authority Distributionen_US
dc.subject (關鍵詞) Role Identityen_US
dc.subject (關鍵詞) Focus On Core Dutiesen_US
dc.title (題名) 探討海軍基層幹部權責劃分與角色認同衝突之解決策略研究zh_TW
dc.title (題名) Research on Solutions to the Conflict of Authority Distribution and Role Identity among Grassroots Navy Officersen_US
dc.type (資料類型) thesisen_US
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