修復式正義在少年矯正學校行政核心團隊組織衝突管理之可行性研究
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2012
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本研究旨在探討修復式正義運用在少年矯正學校行政核心團隊衝突管理之可行性。
本研究的研究方法採取訪談法及問卷調查法。訪談法分別訪談少年矯正學校教師、警衛隊員、教導員與行政人員(含兼任職務)共10名。問卷調查法則以少年矯正學校全體正職員工共106名為主要調查對象。實際回收104份，剔除無效問卷，有效問卷102份，可用率;達98.15％。調查所得之資料，以描述統計方法之平均數與標準差、單一樣本t考驗、獨立樣本t考驗、單因子變異數分析、事後考驗Scheffe’法等統計方法進行分析，據以形成結果。根據研究結果提出建議，期能有助於少年矯正學校在衝突管理策略之參考。
本研究結論如下：
一、少年矯正學校教職員工在知覺組織衝突原因方面屬中等程度。
二、少年矯正學校教職員工知覺組織衝突原因時，較常因「科層結構｣與「權力關係｣產生衝突。
三、不同背景變項少年矯正學校教職員工知覺衝突原因之看法並無顯著差異。
四、權力運作下，基層工作者產生理想與現實的衝突
五、少年矯正學校教職員工知覺學校行政核心團隊組織衝突管理策略方面以「合作型策略｣為主，且少年矯正學校行政核心團隊自認以衝突管理以「合作型策略｣居多，但靈活運用各種衝突管理策略，而且衝突策略會因人而異。
六、少年矯正學校教職員工普遍認為學校行政核心團隊衝突管理策略，受「領導者風格」及「個人因素」影響，但仍以「合作型策略｣居多。
七、少年矯正學校教職員工認同運用修復式正義在衝突管理的可行性高。
八、不同職務之少年矯正學校教職員工認同運用修復式正義看法，在對話態度方面有差異。
九、少年矯正學校行政核心團隊善加運用修復式正義可成為好的管理衝突策略。
十、少年矯正學校行政核心團隊運用修復式正義在衝突管理上會因「個人因素」及「產生不信任」而受到限制。
最後，本研究亦根據研究結果，分別對學校成員、主管教育單位及未來研究提出具體建議，以供教育人員及後續研究之參考。
The main purpose of this research was to explore the application of restorative justice to the administrative core team upon conflict management in the Juvenile Correctional School. Both interviews and questionnaires. was administered to collect pertinent data.The interviewee included 10 educator, such as teachers, guardians and instructors (including part time jobs) in the Juvenile Correctional School. The questionnaires contained 106 staffs with full time jobs at all faculties in the Juvenile Correctional School. The survey sample size is 106, and 102 samples are valid out of 104 responded survey samples, making the valid response rate of 98.15%. The sample results are analyzed by mean, standard deviation, t-test, one-way ANOVA, and post-test comparison Scheffe method. According to the research, some conclusions were offered as follows: 1. The recognition of the causes of the conflict among the faculty in the Juvenile Correctional School was Moderate. 2. When the faculty in the Juvenile Correctional School recognizes the causes of conflict, they would drop into the struggles because of "bureaucratic structure" and "power-sharing". 3. The view on the causes of conflict toward the juvenile with different background was no significant difference among the faculty in the Juvenile Correctional School. The strategy of the Administrative Core Team upon Conflict Management toward the juvenile with different background was less different among the faculty in the Juvenile Correctional School. 4. The grass-roots workers would face the conflict of dreams and reality under the authority. 5. The faculty in the Juvenile Correctional School recognized the strategy of the Administrative Core Team upon Conflict Management was“cooperation”. Although the Administrative Core Team in the Juvenile Correctional School thought that the strategy of Conflict Management was“cooperation”, it is necessary to exert various strategies flexibly and to vary with individuals. 6. The faculty in the Juvenile Correctional School thought that the strategy of the Administrative Core Team upon Conflict Management was mostly “cooperation”, though it was influenced by "leadership" and "personal factors". 7. The faculty in the Juvenile Correctional School acknowledges that the feasibility of applying Restorative Justice upon Conflict Management was high. 8. The faculty in charge of various jobs in the Juvenile Correctional School acknowledges that there was difference to conversational attitudes if they utilize Restorative Justice upon Conflict Management 9. It can be a good strategy of managing Conflict if the Administrative Core Team in the Juvenile Correctional School took the best advantage of Restorative Justice. 10. It would be restricted due to "personal factors" and "mistrust" when the Administrative Core Team in the Juvenile Correctional School used Restorative Justice upon Conflict Management. Based on the aforementioned conclusions, some suggestions was offered for the school personnel, the education administration, and the future researchers respectively
The main purpose of this research was to explore the application of restorative justice to the administrative core team upon conflict management in the Juvenile Correctional School. Both interviews and questionnaires. was administered to collect pertinent data.The interviewee included 10 educator, such as teachers, guardians and instructors (including part time jobs) in the Juvenile Correctional School. The questionnaires contained 106 staffs with full time jobs at all faculties in the Juvenile Correctional School. The survey sample size is 106, and 102 samples are valid out of 104 responded survey samples, making the valid response rate of 98.15%. The sample results are analyzed by mean, standard deviation, t-test, one-way ANOVA, and post-test comparison Scheffe method. According to the research, some conclusions were offered as follows: 1. The recognition of the causes of the conflict among the faculty in the Juvenile Correctional School was Moderate. 2. When the faculty in the Juvenile Correctional School recognizes the causes of conflict, they would drop into the struggles because of "bureaucratic structure" and "power-sharing". 3. The view on the causes of conflict toward the juvenile with different background was no significant difference among the faculty in the Juvenile Correctional School. The strategy of the Administrative Core Team upon Conflict Management toward the juvenile with different background was less different among the faculty in the Juvenile Correctional School. 4. The grass-roots workers would face the conflict of dreams and reality under the authority. 5. The faculty in the Juvenile Correctional School recognized the strategy of the Administrative Core Team upon Conflict Management was“cooperation”. Although the Administrative Core Team in the Juvenile Correctional School thought that the strategy of Conflict Management was“cooperation”, it is necessary to exert various strategies flexibly and to vary with individuals. 6. The faculty in the Juvenile Correctional School thought that the strategy of the Administrative Core Team upon Conflict Management was mostly “cooperation”, though it was influenced by "leadership" and "personal factors". 7. The faculty in the Juvenile Correctional School acknowledges that the feasibility of applying Restorative Justice upon Conflict Management was high. 8. The faculty in charge of various jobs in the Juvenile Correctional School acknowledges that there was difference to conversational attitudes if they utilize Restorative Justice upon Conflict Management 9. It can be a good strategy of managing Conflict if the Administrative Core Team in the Juvenile Correctional School took the best advantage of Restorative Justice. 10. It would be restricted due to "personal factors" and "mistrust" when the Administrative Core Team in the Juvenile Correctional School used Restorative Justice upon Conflict Management. Based on the aforementioned conclusions, some suggestions was offered for the school personnel, the education administration, and the future researchers respectively
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少年矯正學校, 修復式正義, 組織衝突管理策略, the juvenile correctional school, restorative justice, organizational conflict management strategies