公務人力發展中心營運治理模式之選擇

Abstract

公務人力發展中心（以下簡稱人力中心）做為我國第一個將大樓場地設施服務委由民間經營的政府訓練機構，陸續將各項次核心及非核心業務委外經營，其營運模式深具特色，發展及選擇過程也耐人尋味。本文以交易成本理論的觀點，分析人力中心在選擇各項業務的營運治理模式時，是否符合理論假設，並評判其營運治理模式之良窳。 本文主要藉由Oliver Williamson所發展的交易成本治理模式做為分析途徑，探討人力中心核心訓練業務、大樓場地設施服務及次核心與非核心訓練等三大項業務所涉及的交易成本，並分析其資產專用性、不確定性及交易頻率等交易成本特性。交易成本特性將影響各業務的治理成本，最後治理成本將影響業務的治理模式。本文透過深度訪談發現，除經濟性交易成本影響人力中心各業務的治理模式外，尚受到行政院政策方向、首長意志及政策法令等政治性交易成本之影響，而成為今日的治理模式風貌。是以，從交易成本理論探討人力中心個案的經驗中，可以做為國內其他政府訓練機構規劃治理模式的參考。

Civil Service Development Institute (CSDI) has outsourced many activities, including the management of facilities and other training businesses. This thesis applies transaction cost approach to explain the choice of governance models of CSDI, and show what sorts of governance models are likely to provide the greatest benefit. By using analysis framework of transaction cost approach, this thesis examines asset specificity, uncertainty, and frequency of the business of CSDI. Study results indicate that the choice of governance models not only has reasons from the transaction cost economics perspective, but also the transaction cost politics. From the study of CSDI, we should pay more attention to the influence of political action in the use of analysis framework of transaction cost approach. Beside, we can use transaction cost approach to examine other training institute in government.