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題名 組織變革推動對組織運作影響之研究：行政院組織改造之實證分析
A Study on the Effect of Organizational Change on Organizational Arrangement：The Emperical Study of Reorganization of Executive Yuan
作者 林靜玟
Lin, Ching Wen
貢獻者 陳敦源
Chen, Don Yun
林靜玟
Lin, Ching Wen
關鍵詞 組織變革
行政院組織改造
組織調整結果
變革認知
工作投入
機關績效
抗拒
日期 2014
上傳時間 3-Nov-2014 10:13:47 (UTC+8)
摘要 政府改造被定義為一種對公部門運作績效有系統的誘導改進作為，試圖以縮減政府規模及調整功能的方式，創造更具優勢的政府競爭能力，達成提升政府績效的目標。但希望藉由政府改造的推動來改善政府績效，必須是建立在個別員工對於工作均能充分投入的前提上。而改造過程多必須透過機關功能整合強化、單位的合併、裁撤、增設、分設、縮編、改隸、人員的移撥、擴編、精簡等政策工具來完成，這些工具的執行大多涉及了各項組織資源的重分配以及組織成員職涯規劃的變動，正是員工在變革過程中產生不確定感的主要來源。在政府部門的組織變革中，員工往往兼具改革執行者與改革接受者的雙重角色，當不確定感對於員工的工作行為造成負面影響，使員工在變革過程中不配合或消極面對時，提升機關績效的期望是否能一如預期般樂觀，答案似乎並非想當然爾。在此觀察下，本研究希望知道，組織變革的推動過程中，是什麼因素決定了組織成員對於變革的認知？組織成員對於變革的認知，如何影響組織成員的工作行為？對於機關績效提升的影響又為何？
在文獻回顧方面，首先是對於組織變革的理論進行回顧，包括組織變革相關理論的內涵與演進、組織變革的驅動力量、組織進行變革的程序與內容、公共組織的設計與重整等。接下來是以本研究設定的變項及其間關係為基準，依次檢視相關研究成果，包括影響組織成員變革認知的形成與選擇的因素、工作行為、機關績效等文獻。整體而言，充分的文獻回顧，對於了解前人對相關議題的研究成果、建立後續研究正當性，或是在資料的分析與討論上，均帶來相當程度的幫助。
在研究方法方面，本研究交代了如何進行研究，以回應研究初始設定的研究目的與研究問題。其內容包括本研究為何選擇以中央行政機關的組織改造推動歷程做為研究個案？本研究為何採取次級資料分析及深度訪談的方法做為研究資料蒐集方法？本研究運用的研究計畫問卷，如何進行設計、抽樣、施測及分析？如何進行深度訪談？
在研究結果方面，本研究所設定的變項間關聯性假設，以下情形是獲得支持的。在「不同組織調整結果在各項組織變革認知上有顯著差異，且會對組織成員的變革認知產生影響」方面，不同組織調整結果在組織成員的工作保障、資源變動、資訊流通、變革預期四種變革認知上均產生顯著差異，且不同組織調整結果對於組織成員工作保障認知均產生影響，其中組織調整結果對於資訊流通認知是正面影響，對於工作保障、資源變動、變革預期三種變革認知則是負面影響。在「組織成員的背景，會對其變革認知產生影響」方面，教育程度愈高、公務年資愈長，對於工作保障的認知愈好；教育程度愈高，對於資源變動的認知愈好；官等愈高、擔任主管的人員，對於資訊流通的認知愈好；男性、年紀愈大者、對於變革預期的認知愈好。在「組織成員的變革認知會對其工作投入產生影響」方面，
組織成員對於資訊流通以及變革預期的認知愈好，對於工作就愈投入。而在「組織成員的變革認知會對機關績效產生影響」方面，組織成員對於資訊流通及變革預期的認知愈好，對於機關達成效率、效能目標的評價就愈高；而組織成員對於工作保障、資訊流通及變革預期的認知愈好，對於機關達成公平目標的評價就愈高。此外，從深度訪談的結果大致上可以發現，影響組織變革認知的因素除了本研究設定的組織調整結果與組織成員背景因素外，尚包括政治妥協情形及立法時程延宕的因素。而臺灣文官對於組織變革不認同時，其回應方式除了主動表示異議外，也會私下結合相關力量運作，更大部分的公務人員則是選擇默默順服。而在公務人員組織變革認知對於工作行為及機關績效的影響部分，發現政府對於減少公務人員不安的努力，其實無法激發公務人員在工作上更努力投入或認同機關績效的提升，過度妥協的結果甚至可能造成公務人員對於變革的目標無感，進而使變革的結果與原本的藍圖漸行漸遠。如果希望公務人員更努力投入工作並更認同組織變革的目標，除了減少抗拒外，還需要更積極因素的搭配，例如確實揭露正確的變革資訊，激發公務人員對於變革目標的認同，才能使公務人員在理解變革目標的情況下，自發性地投入於工作上。最後，本研究也從研究結論中，提出若干公共行政領域實務取向與學術取向的思考連結，並探討這些連結與研究結果間的重要關聯與啟發。
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三、政府報告
行政院人事行政局（2011）。行政院組織法研究修正專案小組重要紀事彙編-民國76年8月11日至77年6月14日，臺北：行政院人事行政局編印。
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行政院研究發展考核委員會（2003）。政府改造，臺北：行政院研究發展考核委員會。
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SCRGSP(2013).Review of the Report on Government Services´ performance indicator framework, Productivity Commission, Canberra.

四、網站資料
經濟發展諮詢委員會議實錄，http://theme.cepd.gov.tw/president/home.htm
立法院議事及公報管理系統，http://lci.ly.gov.tw/lcew/index_5.zul
行政院組織改造主題網，http://www.rdec.gov.tw/mp.asp?mp=140
描述 博士
國立政治大學
公共行政研究所
93256507
103
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0093256507
資料類型 thesis
dc.contributor.advisor 陳敦源zh_TW
dc.contributor.advisor Chen, Don Yunen_US
dc.contributor.author (Authors) 林靜玟zh_TW
dc.contributor.author (Authors) Lin, Ching Wenen_US
dc.creator (作者) 林靜玟zh_TW
dc.creator (作者) Lin, Ching Wenen_US
dc.date (日期) 2014en_US
dc.date.accessioned 3-Nov-2014 10:13:47 (UTC+8)-
dc.date.available 3-Nov-2014 10:13:47 (UTC+8)-
dc.date.issued (上傳時間) 3-Nov-2014 10:13:47 (UTC+8)-
dc.identifier (Other Identifiers) G0093256507en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/71010-
dc.description (描述) 博士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 公共行政研究所zh_TW
dc.description (描述) 93256507zh_TW
dc.description (描述) 103zh_TW
dc.description.abstract (摘要) 政府改造被定義為一種對公部門運作績效有系統的誘導改進作為，試圖以縮減政府規模及調整功能的方式，創造更具優勢的政府競爭能力，達成提升政府績效的目標。但希望藉由政府改造的推動來改善政府績效，必須是建立在個別員工對於工作均能充分投入的前提上。而改造過程多必須透過機關功能整合強化、單位的合併、裁撤、增設、分設、縮編、改隸、人員的移撥、擴編、精簡等政策工具來完成，這些工具的執行大多涉及了各項組織資源的重分配以及組織成員職涯規劃的變動，正是員工在變革過程中產生不確定感的主要來源。在政府部門的組織變革中，員工往往兼具改革執行者與改革接受者的雙重角色，當不確定感對於員工的工作行為造成負面影響，使員工在變革過程中不配合或消極面對時，提升機關績效的期望是否能一如預期般樂觀，答案似乎並非想當然爾。在此觀察下，本研究希望知道，組織變革的推動過程中，是什麼因素決定了組織成員對於變革的認知？組織成員對於變革的認知，如何影響組織成員的工作行為？對於機關績效提升的影響又為何？
在文獻回顧方面，首先是對於組織變革的理論進行回顧，包括組織變革相關理論的內涵與演進、組織變革的驅動力量、組織進行變革的程序與內容、公共組織的設計與重整等。接下來是以本研究設定的變項及其間關係為基準，依次檢視相關研究成果，包括影響組織成員變革認知的形成與選擇的因素、工作行為、機關績效等文獻。整體而言，充分的文獻回顧，對於了解前人對相關議題的研究成果、建立後續研究正當性，或是在資料的分析與討論上，均帶來相當程度的幫助。
在研究方法方面，本研究交代了如何進行研究，以回應研究初始設定的研究目的與研究問題。其內容包括本研究為何選擇以中央行政機關的組織改造推動歷程做為研究個案？本研究為何採取次級資料分析及深度訪談的方法做為研究資料蒐集方法？本研究運用的研究計畫問卷，如何進行設計、抽樣、施測及分析？如何進行深度訪談？
在研究結果方面，本研究所設定的變項間關聯性假設，以下情形是獲得支持的。在「不同組織調整結果在各項組織變革認知上有顯著差異，且會對組織成員的變革認知產生影響」方面，不同組織調整結果在組織成員的工作保障、資源變動、資訊流通、變革預期四種變革認知上均產生顯著差異，且不同組織調整結果對於組織成員工作保障認知均產生影響，其中組織調整結果對於資訊流通認知是正面影響，對於工作保障、資源變動、變革預期三種變革認知則是負面影響。在「組織成員的背景，會對其變革認知產生影響」方面，教育程度愈高、公務年資愈長，對於工作保障的認知愈好；教育程度愈高，對於資源變動的認知愈好；官等愈高、擔任主管的人員，對於資訊流通的認知愈好；男性、年紀愈大者、對於變革預期的認知愈好。在「組織成員的變革認知會對其工作投入產生影響」方面，
組織成員對於資訊流通以及變革預期的認知愈好，對於工作就愈投入。而在「組織成員的變革認知會對機關績效產生影響」方面，組織成員對於資訊流通及變革預期的認知愈好，對於機關達成效率、效能目標的評價就愈高；而組織成員對於工作保障、資訊流通及變革預期的認知愈好，對於機關達成公平目標的評價就愈高。此外，從深度訪談的結果大致上可以發現，影響組織變革認知的因素除了本研究設定的組織調整結果與組織成員背景因素外，尚包括政治妥協情形及立法時程延宕的因素。而臺灣文官對於組織變革不認同時，其回應方式除了主動表示異議外，也會私下結合相關力量運作，更大部分的公務人員則是選擇默默順服。而在公務人員組織變革認知對於工作行為及機關績效的影響部分，發現政府對於減少公務人員不安的努力，其實無法激發公務人員在工作上更努力投入或認同機關績效的提升，過度妥協的結果甚至可能造成公務人員對於變革的目標無感，進而使變革的結果與原本的藍圖漸行漸遠。如果希望公務人員更努力投入工作並更認同組織變革的目標，除了減少抗拒外，還需要更積極因素的搭配，例如確實揭露正確的變革資訊，激發公務人員對於變革目標的認同，才能使公務人員在理解變革目標的情況下，自發性地投入於工作上。最後，本研究也從研究結論中，提出若干公共行政領域實務取向與學術取向的思考連結，並探討這些連結與研究結果間的重要關聯與啟發。		zh_TW
dc.description.tableofcontents 第一章 緒論 11
第一節 研究動機 11
第二節 研究目的 17
第三節 問題意識 19
第二章 文獻回顧 21
第一節 組織變革的理論觀點回顧 21
第二節 組織變革認知與態度的形成與選擇 50
第三節 組織變革推動對組織成員工作行為與機關績效的影響 61
第三章 研究方法 75
第一節 個案選取 76
第二節 研究架構、研究假設與研究資料蒐集 88
第四章 研究結果（一）：次級資料分析結果 113
第一節 受測樣本資料分析 113
第二節 不同組織調整結果對組織變革認知的影響 117
第三節 組織成員不同背景對組織變革認知的影響 143
第四節 組織變革認知對於工作投入及機關績效的影響 203
第五章 研究結果（二）：深度訪談結果 223
第一節 對組織及業務調整結果的認同情形 223
第二節 對於變革政策的感受 231
第三節 對工作投入與機關績效的影響 240
第四節 小結 246
第六章 研究結論與意涵 249
第一節 研究結論 249
第二節 意涵與討論 264
第三節 研究限制與未來研究建議 272
參考書目 276
附錄一：我國推動行政院組織法修法及相關政府改造工作大事紀 300
附錄二：1947年以來成立部會情形表 313
附錄三：組織改造前後組織業務調整情形對照表 316
附錄四：本研究問卷 318
附錄五：訪談說明及同意書 337		zh_TW
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dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0093256507en_US
dc.subject (關鍵詞) 組織變革zh_TW
dc.subject (關鍵詞) 行政院組織改造zh_TW
dc.subject (關鍵詞) 組織調整結果zh_TW
dc.subject (關鍵詞) 變革認知zh_TW
dc.subject (關鍵詞) 工作投入zh_TW
dc.subject (關鍵詞) 機關績效zh_TW
dc.subject (關鍵詞) 抗拒zh_TW
dc.title (題名) 組織變革推動對組織運作影響之研究：行政院組織改造之實證分析zh_TW
dc.title (題名) A Study on the Effect of Organizational Change on Organizational Arrangement：The Emperical Study of Reorganization of Executive Yuanen_US
dc.type (資料類型) thesisen
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三、政府報告
行政院人事行政局（2011）。行政院組織法研究修正專案小組重要紀事彙編-民國76年8月11日至77年6月14日，臺北：行政院人事行政局編印。
行政院組織改造推動小組（2011）。行政院及所屬各機關組織調整作業手冊（一００年八月修正版），臺北：行政院組織改造推動小組。
行政院研究發展考核委員會（2004）。彈性精簡的行政組織-行政院組織法修正草案說帖，臺北：行政院研究發展考核委員會。
行政院研究發展考核委員會（2003）。政府改造，臺北：行政院研究發展考核委員會。
行政院研究發展考核委員會（2000）。行政院組織法87年研修報告，臺北：行政院研究發展考核委員會。
行政院研究發展考核委員會（1998）。行政院組織法81年至85年研修報告，臺北：行政院研究發展考核委員會。
SCRGSP(2013).Review of the Report on Government Services´ performance indicator framework, Productivity Commission, Canberra.

四、網站資料
經濟發展諮詢委員會議實錄，http://theme.cepd.gov.tw/president/home.htm
立法院議事及公報管理系統，http://lci.ly.gov.tw/lcew/index_5.zul
行政院組織改造主題網，http://www.rdec.gov.tw/mp.asp?mp=140		zh_TW