| 摘要: | 臺北市政府於 COVID-19 疫情期間積極推動遠距辦公政策，啟動試辦計畫並進行相關制度調整。隨著疫情趨緩，遠距辦公制度是否具備常態化推動的可行性，亟需透過實證資料進行系統性探討。本研究即以臺北市政府推動常態化遠距辦公之制度實踐為核心，依業務類型分為第一線窗口單位、幕僚行政單位與混合業務單位，分析其在制度推動過程中的挑戰、回應模式與發展潛力，期能作為日後制度設計與政策修正之參考依據。
本研究採用三種研究方法：首先，透過文獻分析法，整理國內外關於遠距辦公、組織韌性、營運持續、公共管理相關研究，建構理論基礎與分析框架；其次，運用次級資料分析法，參酌臺北市政府人事處所發布歷年公文與政策規範，以掌握現行遠距辦公制度之制度設計與實施現況；第三，進行深度訪談，訪談對象涵蓋 19 位不同局處之公務員，包括高階與中階主管、工程及窗口業務單位人員，藉以深入瞭解各層級人員在實務操作中的經驗與觀點。
研究結果發現，三類型機關對遠距辦公的適應與評價具有明顯差異：第一線窗口單位因需即時面對民眾，業務多仰賴現場實體操作，僅能採行異地辦公作為備援手段，遠距模式僅限於少數後勤支援人員，制度適用性低；幕僚行政單位具備高度電子化基礎，適用性高，但仍受限於資料機密等級與獨立作業條件；混合業務單位由於同時涵蓋現場執行與內勤規劃，需依業務類型進行差異化管理，特別是面對現場工作的突發狀況適時調整辦公模式。
綜合本研究之分析結果，本文針對業務性質提出常態化遠距辦公的可行性建議，以回應未來突發情境下公部門持續營運與數位轉型之需求。;During the COVID-19 pandemic, the Taipei City Government actively promoted remote work policies by launching pilot programs and making relevant institutional adjustments. As the pandemic subsided, the feasibility of institutionalizing remote work as a routine practice requires systematic investigation based on empirical evidence. This study focuses on the institutional implementation of normalized remote work within the Taipei City Government. It categorizes government agencies into three types based on their functional characteristics—frontline service units, administrative support units, and hybrid-function units—and analyzes the challenges, response strategies, and developmental potential of each during the promotion of remote work policies. The aim is to provide insights for future institutional design and policy refinement.
This research adopts a mixed-methods approach. First, a literature review is conducted to establish the theoretical foundation and analytical framework by drawing on both domestic and international studies related to remote work, organizational resilience, business continuity, and public administration. Second, secondary data analysis is performed by examining official documents and policy directives issued by the Department of Personnel of the Taipei City Government to understand the current institutional design and implementation status of remote work policies. Third, indepth interviews are conducted with 19 public servants from various departments, including senior and mid-level managers, engineers, and frontline personnel, to gain
comprehensive insights into their practical experiences and perspectives.
The findings reveal significant differences in how each type of agency adapts toand evaluates remote work. Frontline service units, which require real-time interaction with the public and rely heavily on in-person operations, can only adopt remote work in the form of alternate site arrangements for backup purposes. Remote work applicability is limited to a small number of back-office staff, resulting in low institutional adaptability. Administrative support units, with a high level of digital infrastructure, demonstrate strong applicability but remain constrained by data confidentiality and the need for independent task execution. Hybrid-function units, which involve both field operations and internal planning, require differentiated management strategies and flexible work arrangements, particularly in response to urgent or unforeseen onsite circumstances.
Based on the comprehensive analysis, this study proposes feasibility recommendations for institutionalizing remote work tailored to different operational types, with the aim of enhancing the public sector’s capacity for continuous operations and accelerating digital transformation in response to future crises. |
