非正式人員人力資源管理規劃之研究-以國家圖書館為例

Abstract

本研究主要目的係以國家圖書館為例，在調查圖書館非正式人員之管理情況，希望建立圖書館非正式人力，運用策略性人力資源管理的方法，達成提升圖書館整體服務績效的模式，以作為其他類型圖書館參考。根據上述的研究目的，提出以下問題：一、非正式人員運用現況及問題為何？二、非正式人員策略管理體系如何建構？三、非正式人員在規劃、召募、訓練、發展的管理歷程，如何融入上列人力資源管理議題？ 本研究以國家圖書館非正式人員管理為研究對象，透過問卷調查與訪談結果之分析進行國家圖書館非正式人員管理現況及問題探討。依一、國家圖書館非正式人員個人屬性特色；二、人力資源規劃；三、召募與甄選；四、訓練與發展；五、薪資與福利；六、績效評估與管理等六個部分，分別予以分析歸納，試作結論。並根據文獻探討與問卷調查及訪談結果，對於我國圖書館於運用非正式人員管理時，提出下列幾點建議，以供參考。一、建立圖書館非正式人員人力資源管理之模式；二、規劃圖書館非正式人員「職務說明書」；三、以接近教學研究資源及使能累積工作經驗為誘因，並運用網路及公告欄等方式召募適任的非正式人員；四、規劃非正式人員有系統性的訓練與發展課程；五、發揮非正式人員專長；六、建立完善的獎勵與福利制度；七、加強主管與非正式人員的關係；八、評估部份業務外包替代非正式人員。The main purpose of this study is to investigate the management situation of informal employees, taking the National Central Library (NCL) for example, and aims to establish a model of strategic human resources management of informal employees. This model can enhance the service performance of NCL and might also be applicable to other libraries. Based on the purpose of this study, several sub-problems have been raised: 1. What is the current management situation of NCL informal employees? 2. How to construct a strategic management model for informal employees? 3. How to include the issues of planning, recruitment, training, and development in the human resources management process? This study has been designed to explore the management issues of informal employees in the NCL. The researcher adopts “survey research” methodology. Data was gathered through a questionnaire survey and in-depth interview. The survey results are analyzed and discussed from six aspects: 1. Personality of informal employees. 2. Human resources planning. 3. Recruitment and selection. 4. Training and Development. 5. Salary and welfare. 6. Performance evaluation and management. The following suggestions are made from the review of related literature and the survey research: 1. Establishment of a model of human resources management for informal employees is strongly recommended; 2. “Job description” for informal employees is needed; 3. Libraries can use Internet and Bulletin Board services to recruit informal employees. The motivation could be emphasized on the convenient access to teaching and research resources, and the accumulation of work experience; 4. Planning of a systematic training and development course for informal employees is necessary; 5. The skills and knowledge of informal employees should be properly used; 6. Libraries must establish a comprehensive rewarding and welfare system; 7. The relationship between the supervisors and the informal employees should be facilitated; 8. The possibilities of replacing the tasks of informal employees with outsourcing services should be considered.