| Abstract: | 摘要因應現今社會多元發展及社會問題日趨複雜，為解決公共服務不足與政府財政的負擔，並滿足服務對象多元需求，社會服務的提供開始轉移民間的社福型非營利組織。而人力資源是社福型非營利組織在提供社會服務等各項業務時的必要條件，多元化的服務需要多種職類、專業知識及工作特性的專職人員來提供。而員工的高流動率等問題，是許多社會服務機構所面臨的困境。本研究旨在探討社福型非營利組織對專職人員人力資源的管理策略，目的在瞭解社福型非營利組織如何進行支薪專職人員的人力資源管理及其所遇到之問題與困境，並希冀瞭解專職人員流動因素，以及服務對象多元與組織規模差異對專職人員人力資源管理的影響。研究發現，社福型非營利組織的人力資源管理強調以組織使命為導向，雖與一般人力資源管理措施差異不大，但人力資源管理非僅為人力資源部門專責。其次，服務對象的差異，影響專職人員投入跨專業服務領域的意願。再者，長工時低報酬、教育體制與職場實務落差、主管特質衍生之管理方式、工作氛圍的營造等，對專職人員的流動產生直接影響。最後，非營利組織應致力發展人力資源管理策略，將員工視為「內部顧客」，更加重視專職人員的存在價值，與組織績效結合，提升組織競爭力。
Abstract Today’s society has diversified development, and social problems are increasingly complicated. To address the insufficiency of public services, reduce the financial burden on the government, and satisfy the varied needs of clients, provision of social services has been gradually transferred to social welfare nonprofit organizations. Human resources are the necessary condition for social welfare nonprofit organizations to provide social services and perform various operations. To provide diversifying services, these organizations need full-time staff with professional knowledge and work characteristics in various fields. However, the high turnover rate of employees is a predicament currently faced by many social service organizations. This study investigated social welfare nonprofit organizations’ human resource management strategies for full-time staff. By exploring how social welfare nonprofit organizations manage paid full-time staff as well as the problems and difficulties they have encountered, this study aimed to clarify the factors affecting turnover of full-time staff and the effects of diversifying clients and organizational scale on management of full-time staff. Results indicated that the human resource management of social welfare nonprofit organizations emphasizes the orientation to organizational missions. Despite the minimal difference from general practices of human resource management, human resource management in these organizations is not an exclusive task of the human resource department. Besides, the differences in clients would affect full-time staff’s willingness to get involved in services outside their field of expertise. Moreover, long hours and low pay, the gap between education system and workplace practice, management styles derived from the manager’s characteristics, and creation of workplace atmosphere all have a direct effect on turnover of full-time staff. Finally, this study suggested these nonprofit organizations should be dedicated to development of human resource management strategies, treat staff as “internal customers”, pay greater attention to the value of existence of full-time staff, and integrate human resource management into organizational performance to enhance the competitiveness of the organization. Keywords: social welfare nonprofit organizations, full-time staff, human resource management, clients |
