銀髮人力運用規劃及設計之研究—以勞動部銀髮人才資源中心為例
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2016
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國發會指出自2016年起臺灣每年將平均減少18萬勞動人口,臺灣為因應少子化及高齡化對於社會及經濟困境等影響,為補足勞動力所造就之缺口,在這樣的困境及結構脈絡下,政府除定調透過擴大運用婦女與青年、以及國外人力外,更需開發銀髮勞動力,而政府為開發銀髮勞動力特於2014年10月2日成立銀髮人才資源中心,其中心不僅倡議銀髮價值且兼具世代共融與經濟目標,而銀髮勞動力在歐美各國相關議題已被廣泛探討,台灣目前處於發展初期,少有研究及相關文獻,此外銀髮人力運用規劃設計對於勞動力發展有其重要性,因此引發本研究之動機,本研究目的在於了解銀髮人才資源中心人力運用規劃及設計的概況與問題,同時透過政策與規劃建議,期許作為未來勞動部門及銀髮人才資源中心進行銀髮人力運用規劃相關政策措施的參考依據。
本研究採取質性研究的觀點與方法,藉由深度訪談法的方式進行資料蒐集,訪談國內銀髮人才資源中心主管級人員、及勞動部勞動力發展署科長、和成功就業之銀髮族,利用滾雪球抽樣的方式,針對訪談對象進行深度訪談,並透過國內、外文獻的整理、次級資料分析、國際相關政策的比較與訪談資料進行分析與探討,並提出結論與改善建議。
研究結果發現,銀髮人才資源中心在政策執行中,應該將「銀髮人才資源中心」作為政策推行的主力規劃角色,並建構其管理及合作策略模式,同時應發展具備社會與經濟措施的綜合型服務,而銀髮人才資源中心亦根據社會脈絡以及專家研議政策等議題研討,調整其內涵及服務方向。綜觀銀髮人才資源中心及勞動相關部門,對於銀髮人力運用規劃及設計之方式,主要發展於就業媒合、訓練以及倡議,服務內容及資源,但在倡議與評估階段較為薄弱,尚需制定更完善的銀髮就業政策及施行架構以建立具系統性的銀髮人力運用規劃機制。
The objective of this study is exploring manpower utilization for senior human resource planning and design policy issues in the Senior Workforce Development Service Center, Ministry of Labor Republic of China (Taiwan), and making policy recommendations for the areas of concern. For this purpose, two techniques of data collection, in-depth interviews and literature reviews, are used. The results show that the center should allocate resources for social and economic services, since it also depends on social context factors and expert deliberation based policies, thus adjusting the content of services in a different direction. The senior workforce development service center and related departments, the manpower utilization planning and its design, the main development in employment matchmaking, as well as training initiatives, diversification of services and resources, all need to be strengthened and the related initiatives assessed, to establish a systematic senior human resource planning mechanism.
The objective of this study is exploring manpower utilization for senior human resource planning and design policy issues in the Senior Workforce Development Service Center, Ministry of Labor Republic of China (Taiwan), and making policy recommendations for the areas of concern. For this purpose, two techniques of data collection, in-depth interviews and literature reviews, are used. The results show that the center should allocate resources for social and economic services, since it also depends on social context factors and expert deliberation based policies, thus adjusting the content of services in a different direction. The senior workforce development service center and related departments, the manpower utilization planning and its design, the main development in employment matchmaking, as well as training initiatives, diversification of services and resources, all need to be strengthened and the related initiatives assessed, to establish a systematic senior human resource planning mechanism.
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銀髮人才資源中心, 人力運用, 規劃設計, Senior Workforce Development Service Center, Manpower Utilization, planning and design