公部門實施居家辦公之研究-以臺北市政府捷運工程局及臺北大眾捷運股份有限公司為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：43

、訪客IP：3.145.103.119

姓名

黃秋慈(Chiu-Tze Huang) 查詢紙本館藏

畢業系所

法律與政府研究所

論文名稱

公部門實施居家辦公之研究-以臺北市政府捷運工程局及臺北大眾捷運股份有限公司為例
(Research on the Implementation of Telecommuting in the Public Sector: A Case Study of Department of Rapid Transit Systems, Taipei City Government and Taipei Rapid Transit Corporation)

相關論文

★ 論社會住宅區位之選址指標分析 -以臺北市公共住宅政策為例	★ 多元文化下族群政策與影響評估：建構我國族群政策影響評估的分析架構
★ 能源統合機關推動離岸風電政策之研究：多元流程觀點	★ 網路公共參與之議題內容分析-以公共政策網路參與平台為例
★ 公部門績效管理之研究—以就業服務績效指標設計為例	★ 新住民從事長照工作之留任探討 -以新竹地區為例
★ 喘息服務的社會創新實踐-以照顧咖啡館為例	★ 我國數位身分證政策法律調適之探討
★ 從政策倡導聯盟架構探討政策變遷－以三七五減租為例	★ 公部門政策協調-以長期照顧政策為例
★ 外籍移工職場霸凌因應對策之研究-以桃園市某電子零組件製造業菲籍移工為例	★ 政府部門遠距工作與管理之探討
★ 資訊自決權之法律與政策比較研究：以資料庫應用與退出為中心	★ 地方創生的推動策略 : 以旅宿平台進行老屋旅宿為例
★ 論資安行政法人制度之合適性-以國家資通安全研究院為例	★ 政府採購招標案件的課責性研究—以桃園市基層單位未達公告金額之旅遊性質採購案件為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

COVID-19新冠疫情爆發，使全球各產業面臨巨大挑戰，企業和政府機關相繼啟用遠距辦公維持營運，疫情下居家辦公的實施，亦為公部門和私營企業帶來了不同的挑戰和機遇。本文試圖藉由這次疫情期間，針對公部門和事業單位，以主管管理的視角，分析不同性質組織在推行居家辦公時的實際情況，對其產生的管理挑戰及對策進行探討，提出政府未來推動遠距辦公之政策規劃參考及建議。
本研究運用文獻分析法及深入訪談法等質性之研究方法，以臺北市政府捷運工程局與臺北捷運公司為研究對象，透過半結構式深度訪談法，收集和分析不同組織型態在實施居家辦公過程中的執行情況、遭遇困境及其成效為何、差異為何?並藉由文獻資料與訪談資料的梳理及分析，進一步驗證在實務上運作之情形，並提出相關建議。包括完善組織數位化系統建置、考量業務性質逐步實施遠距辦公、申請遠距辦公的條件具公平性及明確性、管理人員採目標管理激勵及績效管理評估、進行教育訓練，落實管考制度以及設計彈性支持措施。

摘要(英)

The outbreak of the COVID-19 pandemic has posed significant challenges to industries worldwide. In response, both businesses and government agencies have increasingly adopted telecommuting to maintain operations. The implementation of remote work during the pandemic has presented diverse challenges and opportunities for both public and private sectors. This study aims to analyze the practical implications of remote work from a managerial perspective in various organizational contexts, focusing on challenges faced and strategies employed by government agencies and business units. It seeks to provide insights and recommendations for future policy planning on telecommuting in government settings.
This research utilizes qualitative methods including literature analysis and in-depth semi-structured interviews. Department of Rapid Transit Systems, Taipei City Government and Taipei Rapid Transit Corporation serve as case studies to examine the execution, encountered difficulties, effectiveness, and differences in implementing remote work across different organizational structures. By synthesizing and analyzing literature and interview data, the study aims to validate practical operational scenarios and offer recommendations. Suggestions include enhancing digital infrastructure, gradually implementing remote work based on business nature, ensuring fairness and clarity in remote work application criteria, adopting target-based incentives and performance management for managers, conducting education and training, implementing accountability systems, and designing flexible support measures.

關鍵字(中)

★ 遠距辦公
★ 居家辦公
★ 公部門
★ 組織韌性
★ 營運持續

關鍵字(英)

★ Remote Work
★ Telework
★ Public Sector
★ Organizational Resilience
★ Business Continuity

論文目次

第一章緒論 1
第一節研究背景與研究動機 1
第二節研究目的與研究問題 5
第三節研究架構與研究流程 7
第四節碩士論文檢閱 11
第二章文獻回顧 14
第一節遠距辦公相關文獻 14
第二節遠距辦公管理相關研究 22
第三節公部門歷年居家辦公相關推動規範 29
第三章研究方法與個案 35
第一節研究方法 35
第二節臺北市政府捷運工程局簡介 38
第三節臺北大眾捷運股份有限公司簡介 41
第四章深入訪談結果及分析 49
第一節臺北市政府捷運工程局居家辦公實施情況分析 49
第二節臺北大眾捷運股份有限公司居家辦公實施情況分析 57
第三節個案比較分析 63
第五章研究結論與建議 67
第一節研究發現與研究結論 67
第二節研究建議與未來研究方向 73
參考文獻 77

參考文獻

一、專書
吳芝儀、李奉儒（譯）（2008）。質性研究與評鑑（原作者：Michanel Quinn Patton）。嘉義市：濤石文化。
林淑馨(2010)《質性研究-理論與實務》，臺北：巨流圖書。
潘淑滿(2003)《質性研究：理論與應用》，臺北市：心理。
黃煥榮(2019)《公部門推動遠距辦公之研究：理論、制度與評估》，臺北：雙葉書廊有限公司。
二、期刊論文
張易鴻(2022)打造防災韌性城市－以新北市為例。中國行政評論，28(1)，22-42。
陳漢津(2007)行政機關建立自主性勤惰管理制度之探討-以台中縣政府實施自主管理彈性辦公時間為例。人事月刊，44(2)，59-64。
郭鐘太、詹尚易、邱逸淳、璩大成（2022）。臺灣醫療體系之韌性防疫省思與變革。源遠護理，16(2)，5-13。
黃煥榮（2019）以電傳勞動促進工作生活平衡–兼論芬蘭的經驗與啟示。臺灣勞工季刊，57，86-96。
曾琤（2023）。疫情期間的公部門職場觀察：談居家辦公與工作家庭衝突。文官制度，15(1)，61-106。
葉一璋（2007）。各國政府機關在家上班措施之情形–美國、日本、歐盟暨其成員國家。行政院人事行政局委託研究報告。
潘穆嫈、林貝珊、林元祥（2016）。韌性研究之回顧與展望。防災科學，1，53-78。
趙達瑜（2017）。美國聯邦政府實施遠距工作制度的優點與挑戰。中國地方自治，70(9)，3-23。
賴偉文（2020）。新冠肺炎下新工作模式的轉變。經濟前瞻，189，25-30。
陳漢津，2007，行政機關建立自主性勤惰管理制度之探討-以台中縣政府實施自主管理彈性辦公時間為例。人事月刊，第44卷第2期，59-64。
謝翠娟、蔡君微（2020）。後疫情時代韌性智慧政府運作思維。國土及公共治理季刊，8(4)，8-19。
盧建旭（1998）。政府再造中公務人力資源規劃管理的檢討。研考雙月刊，22(4)。
三、學位論文
邱秋燕(2003)焦點廠商供應鏈管理能力、供應鏈整合程度與競爭優勢關係之研究─以三家汽車中心廠為例，靜宜大學企業管理研究所碩士論文。
許惠婷(2022)臺灣公部門常態性混合遠距辦公之可行性研究：以2021年COVID-19期間的人事部門為例，國立臺灣大學政治學研究所碩士論文。
黃苡安(2023)政府部門遠距工作與管理之探討，國立中央大學法律與政府研究所碩士論文。
蔡妍昕(2021)新型冠狀病毒影響下遠距工作型態的發展對工作績效之影響—以溝通效能、工作自主性為中介變項，淡江大學碩士論文。
四、政府公開資訊
許雲翔、成之約、宋威穎，臺北市政府遠距辦公模式常態營運之可行性評估，臺北市政府研究發展考核委員會委託研究報告，未出版。
許雲翔、成之約、宋威穎、林德芳，初探遠距辦公常態化之公共管理意涵，2024 TASPAA 國際學術研討會，未出版。
黃煥榮，公部門推動遠距辦公之探究：前因、過程、影響與可行性之分析，2011，行政院國家科學委員會補助專題研究計畫。
五、網路資源
臺北市政府捷運工程局，取自https://www.dorts.gov.taipei/cp.aspx?n=B42944B441BF92E7（最後瀏覽日：2024/4/28）。
臺北捷運公司，取自https://www.metro.taipei/cp.aspx?n=91974F2B13D997F1(最後瀏覽日：2024/5/03）。
U.S. DEPARTMENT OF AGRICULTURE ，取自https://www.fs.usda.gov/inside-fs/mail-call/usda-update-future-work-and-ncr-telework（最後瀏覽日：2024/3/25）。
六、外文文獻
Ansell, C., Sørensen, E., & Torfing, J. (2020). The COVID-19 pandemic as a game changer for public administration and leadership? The need for robust governance responses to turbulent problems. Public Management Review, 23(7), 949–960.
Bailey, K., & Breslin, D. (2021). The COVID‐19 pandemic: What can we learn from past research in organizations and management? International Journal of Management Reviews, 23(1), 3-6.
Bailey, D. E., & Kurland, N. B. (2002). A review of telework research: Findings, new directions, and lessons for the study of modern work. Journal of Organization Behavior, 23, 383-400.
Bakke, J. W., & Julsrud, T. E. (1999). Telework research: Setting the scene. Telektronikk, 95(4), 4-9.
Baruch, Y., & Nicholson, N. (1997). Home, sweet work: Requirements for effective home working. Journal of General Management, 23(2), 15-30
Baruch, Y. (2001). The status of research on teleworking and an agenda for future research. International Journal of Management Reviews, 3(2), 113-129.
Baruch, Y. (2001). The autistic society. Information & Management, 38(3), 129-136.
Barhite, B. The Effects of Virtual Leadership Communication on Employee Engagement. Doctoral Thesis,Bowling Green State University, USA, 2017.
Bosch-Sijtsema, P. M., & Sivunen, A. (2013). Professional virtual worlds supporting computer-mediated communication, collaboration, and learning in geographically distributed contexts. IEEE Transactions on Professional Communication, 56, 160–175.
Baruch, Y. (2001). The autistic society. Information & Management, 38(3), 129-136.
Caldow, J. (2009). Working outside the box: A study of the growing momentum in telework. Washington, DC: Institute for Electronic Government, IBM Corp. Retrieved from http://www-01.ibm.com/industries/government/ieg/pdf/working_outside_the_box.pdf
Caillier, J. G. (2012). The impact of teleworking on work motivation in a U.S. Federal government agency. The American Review of Public Administration, 42(4), 461–480.
Clear, F., & Dickson, K. (2005). Teleworking Practice in Small and Medium-Sized Firms: Management Style and Worker Autonomy. New Technology, Work and Employment, 20(3), 218–233.
Choi, S. (2018). Managing flexible work arrangements in government: Testing the effects of institutional and managerial support. Public Personnel Management, 47(1), 26-50.
Contreras, F., Baykal, E., & Abid, G. (2020). E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go. Frontiers in psychology, 11, 590271.
Connaughton, S., & Daly, J. (2004). Identification with leader: A comparison of perceptions of identification among geographically dispersed and co-located teams. Corporate Communications: An International Journal, 9(2), 89-103.
Costella, M. F., Saurin, T. A., Guimarães, L.B.M, 2009. A method for assessing health and safety management systems from the resilience engineering perspective Safety Science 47, 1056–1067
Dahlstrom, T. R. (2013). Telecommuting and Leadership Style. Public Personnel Management, 42(3), 438-451.
Darics, E. (2020). E-leadership or “How to be boss in Instant Messaging?”: The role of nonverbal communication. International Journal of Business Communication, 57, 3–29.
Daim, T.U.; Ha, A.; Reutiman, S.; Hughes, B.; Pathak, U.; Bynum, W.; Bhatla, A. Exploring thecommunication breakdown in global virtual teams. Int. J. Proj. Manag. 2012, 30, 199–212.
Diekmann, K., Barsness, Z., & Sondak, H. (2004). Uncertainty, fairness perceptions, and job satisfaction: A field study. Social Justice Research, 17, 237.
Edelmann, N., Millard, J. (2021). Telework development before, during and after COVID-19, and its relevance for organizational change in the public sector. Conference: ICEGOV 2021: 14th International Conference on Theory and Practice of October 2021.
Ertürk, M. (2000). Yönetim ve organizasyon. İstanbul: Beta Basım Yayım Dağıtım AŞ
Felstead, A., Jewson, N., & Walters, S. (2003). Managerial control of employees working at home. British Journal of Industrial Relations, 41(2), 241–264.
Fonner, K. L., & Roloff, M. E. (2010). Why teleworkers are more satisfied with their jobs than are office-based workers: When less contact is beneficial. Journal of Applied Communication Research, 38(4), 336–361.
Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524–1541.
Golden, T. D., Veiga, J. F., & Simsek, Z. (2006). Telecommuting′s differential impact on work-family conflict: Is there no place like home? Journal of Applied Psychology, 91(6), 1340–1350.
Golden, T. D., & Veiga, J. F. (2008). The impact of extent of telecommuting on job satisfaction: Resolving inconsistent findings. Journal of Management, 34(2), 317–340.
Hoek, M. van der, Groeneveld, S., & Kuipers, B. (2018). Goal setting in teams: Goal clarity and team performance in the public sector. Review of Public Personnel Administration, 38(4), 472-493.
Holling, C. S. (1973). Resilience and stability of ecological systems. Annual Review of Ecology and Systematics 4: 1-23
Kashani, G., Najafbagy, R., & Mirsepasi, N. (2016). Factors causing failure in teleworking: The case of government agencies in Iran. Journal of Industrial Strategic Management, 1(3), 29–38.
Kathrin Kirchner, C., Ipsen, C., & Hansen, J. P. (2021). COVID-19 leadership challenges in knowledge work. Knowledge Management Research & Practice, 19(4), 493–500.
Kim, J. (2022). Public management strategies for improving satisfaction with pandemic-induced telework among public employees. International Journal of Manpower, 44(3), 558–575.
Kirkman, B., Rosen, B., Gibson, C., Tesluk, P., & McPherson, S. (2002). Five challenges to virtual team success: Lessons from Sabre, Inc. Academy of Management Perspectives, 16(3), 69–79.
Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., Bamberger, P., Bapuji, H., Bhave, D. P., Choi, V. K., et al. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1), 63–77.
Konradt, U., Schmook, R., & Malecke, M. (2000). Impacts of telework on individuals, organizations and families: A critical review. International Review of Industrial and Organizational Psychology, 15, 63–100.
Kowalski, K., & Swanson, J. (2005). Critical success factors in developing teleworking programs. Benchmarking, 12(2), 236–259.
Kuscu, M., & Hasan, A. (2016). Virtual leadership at distance education teams. Turkish Online Journal of Distance Education, 17(3), 136-156
KUL, B. (2021). Impact of Covid-19 on Work Life: A Study for Public Sector. International Journal of Social, Political and Economic Research, 8(1), 68–88.
Lallé, B. (1999). Nouvelles technologies et évolution de la dialectique contrôle/autonomie dans le secteur des services. Application au cas bancaire. Revue de Gestion des Ressources Humaines, 31/33, 99–113.
Lee, H., & Gascó-Hernandez, M. (2022). The Perspective of Non-Teleworkers on the Impacts of Coworkers’ Telework: Assessing Individual and Organizational Outcomes. Public Performance & Management Review, 46(3), 563–584.
Lewis, N. (2020). HR managers rethink their role during the Coronavirus pandemic. Alexandria, VA: Society for Human Resource Management (SHRM)
Mahler, J. (2012). The Telework Divide: Managerial and Personnel Challenges of Telework. Review of Public Personnel Administration, 32(4), 407-418.
Martin, B. H. (2017). Unsticking the status quo: Strategic framing effects on managerial mindset, status quo bias and systematic resistance to change. Management Research Review, 40(2), 122-141.
Matali, M. (2010). How companies sustain effective leadership while implementing organizational change? (Dissertation). Retrieved from https://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-6197
McManus, S., Seville, E., Brunsdon, D., & Vargo, J. (2007). Resilience Management: A Framework for Assessing and Improving the Resilience of Organisations.
Mele, V., Belle, N., & Cucciniello, M. (2021). Thanks, but no thanks: Preferences towards teleworking colleagues in public organizations. Journal of Public Administration Research.
Mokhtarian, P. L. (1992). Defining telecommuting. Institute of Transportation Studies. Retrieved from http://uctc.its.berkeley.edu/research/papers/080.pdf
Mokhtarian, P. L., & Varman, V. (1998). The trade-off between trips and distance traveled in analyzing the emissions impacts of center-based telecommuting. Transportation Research Part D: Transport and Environment, 3(6), 419-428.
Montgomery, V. A., Roman, A., & Pierce, S. (2016). The rise and effect of virtual modalities and functions on organizational leadership: Tracing conceptual boundaries along the e-management and e-leadership continuum. Transylvanian Review of Administrative Sciences, 12, 102-122.
Morganson, V. J., Major, D. A., Oborn, K. L., Verive, J. M., & Heelan, M. P. (2010). Comparing telework locations and traditional work arrangements: Differences in work-life balance support, job satisfaction, and inclusion. Journal of Managerial Psychology, 25, 578–595.
Nilles, J. M. (1976). Telecommuting - An alternative to urban transportation congestion. IEEE Transactions on Systems, Man, and Cybernetics, 6(2), 77-84.
Nohria, N., & Eccles, R. G. (1992). Face-to-Face: Making Network Organizations Work. In N. Nohria & R. C. Eccles (Eds.), Networks and Organizations: Structure, Form and Action. Boston: Harvard Business School Press.
Olson, M. H. (1983). Remote office work: Changing work patterns in space and time. Communications of the ACM, 26(3), 182-187.
Qvortrup, L. (1998). From teleworking to networking. In P. J. Jackson & J. M. Van der Wielen (Eds.), Teleworking: International Perspectives (pp. 21-39). London: Routledge
Raghavan, A., Demircioglu, M. A., & Orazgaliyev, S. (2021). COVID-19 and the new normal of organizations and employees: An overview. Sustainability, 13(21), 11942.
Raišienė, A. G., Rapuano, V., Varkulevičiūtė, K., & Stachová, K. (2020). Working from home—Who is happy? A survey of Lithuania’s employees during the COVID-19 quarantine period. Sustainability, 12(13), 1-21.
Schuster, C., Weitzman, L., Sass Mikkelsen, K., Meyer-Sahling, J., Bersch, K., Fukuyama, F., Paskov, P., Rogger, D., Mistree, D., & Kay, K. (2020). Responding to COVID-19 through surveys of public servants. Public Administration Review, 80, 792–796.
Stoker, J. I., Garretsen, H., & Soudis, D. (2019). Tightening the leash after a threat: A multi-level event study on leadership behavior following the financial crisis. The Leadership Quarterly, 30(2), 199–214
Taskin, L., & Edwards, P. (2007). The possibilities and limits of telework in a bureaucratic environment: Lessons from the public sector. New Technology, Work and Employment, 22(3), 195-207.
Teleworking during the COVID-19 Pandemic and Beyond: A practical guide. (n.d.). Retrieved from https://www.ilo.org/wcmsp5/groups/public/---ed_protect/---protrav/--travail/documents/instructionalmaterial/wcms_751232.pdf
U.S. Office of Personnel Management. (2013). 2013 status of telework in the federal government. Retrieved from http://www.telework.gov/Reports_and_Studies/Annual_Reports/2013teleworkreport.pdf
U.S. Office of Personnel Management. (2015). 2014 status of telework in the federal government report to congress. Retrieved from https://www.telework.gov/reports-studies/reportsto-congress/2014-report-to-congress.pdf
Vyas, L. (2022). “New normal” at work in a post-COVID world: Work-life balance and labor markets. Policy and Society, 41(1), 155–167.,

指導教授

許雲翔(Yun-Xiang Hsu)

審核日期

2024-7-18

推文