臺北市國民中學教育資源統整與學校創新經營之相關研究

Abstract

本研究旨在瞭解臺北市國民中學教育資源統整策略與學校創新經營現況，並求其兩者之相關。為達研究目的，本研究採用問卷調查法，並依據相關文獻編製「臺北市國民中學教育資源統整與學校創新經營調查問卷」作為研究工具。本研究以臺北市之公立國民中學學校人員為研究對象，共計發放516份正式問卷，有效問卷為475份，故有效回收率為92.1％。所得資料進一步以描述統計、t 考驗、單因子變異數分析、皮爾森積差相關、多元迴歸分析等方法進行分析處理，獲得之結論如下： 壹、學校人員對教育資源統整策略的知覺程度尚屬明顯，其中以對「爭取經 費補助」策略的知覺程度最高，「建立策略聯盟」策略的知覺程度最低。 貳、學校創新經營成效多能獲得學校人員的肯定，其中以「學生展能創新」的 成效最佳，「行政管理創新」的成效反應最不理想。 叁、學校行政人員不論是對教育資源統整策略或是創新經營，其知覺程度都明 顯高於未兼行政的學校人員。 肆、服務年資較淺的學校人員對於教育資源統整策略的知覺程度高於資深教 師。 伍、學校規模較小和創校歷史較久的學校人員對教育資源統整策略的知覺程度 較高。 陸、學校規模較大的學校，學校人員對其創新經營的知覺也較顯著。 柒、發展學校特色與有效整合利用策略，對學校創新經營頗為關鍵。 捌、學校教育資源統整策略將會影響學校的創新經營。

最後，根據結論，研究者針對教育行政機關、學校行政領導者、學校教師以及未來研究提出相關建議，以供參考。This study aimed to understand both the strategy for integrating educational resources in junior high schools in Taipei City and the current level of school innovation management, as well as understanding the correlation between the two. A questionnaire survey method was adopted to achieve this purpose. Based on the results a review of the pertinent literature, a questionnaire named “A questionnaire regarding the integrating educational resources and school innovation management of Taipei City's junior high schools” was developed. The subjects of this study are the school faculty of public junior high schools in Taipei City. A total of 516 questionnaires were mailed in the sampling investigation. Of these, 475 complete questionnaires were collected, resulting in a returns-ratio of 92.1%. The data were analyzed by descriptive statistics, t-test, one-way ANOVA, Pearson product-moment correlation, and multiple regression analysis. The conclusions of this study are as follows: 1.The level of the perception of integrating educational resources in junior high schools is fine. The highest from the participants tends to be the endeavors to obtain a subsidy, while the formation of a strategic alliance was ranked lowest. 2.The effect of school innovation management is affirmed by school faculty. The above ranking shows best in the high level of creativity in demonstrating talent of students, and the relatively poor level of creativity in administrative management. 3.Faculty shows a higher perception of strategies in integrating educational resources and current situation of school innovation management. 4.Faculty, whose length of service is comparatively shorter, shows a higher perception of integrating educational resources. 5.Faculty who works in small-scale schools or older schools shows a higher perception of strategies in integrating educational resources. 6.Faculty who works in large-scale schools shows a higher perception of school innovation management. 7.Developing distinguishing features for the school and efficient utilization are major dilemmas of school innovation management. 8.The strategies of integrating educational resources in junior high schools have a large impact on the effectiveness of school innovation management.

Finally, referent advices deduced from this study could be used by the education administration authorities, school administration leaders, teachers and future researchers.