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標題: | 中共公務員競爭上崗制度之研究 A Study on Civil Servant Competition-last-post System of the People's Republic of China |
作者: | MENG-YING KO 柯孟瑩 |
指導教授: | 周繼祥(Jih-Shine Chou) |
關鍵字: | 幹部,國家公務員制度,幹部選拔任用制度,競爭上崗制度,民主測評, Cadres,Civil Servant System,Selection and Appointment System of Cadres,Competition-last-post System,Democracy Evaluation, |
出版年 : | 2008 |
學位: | 碩士 |
摘要: | 本研究從歷史角度出發,觀察中共國家公務員制度與幹部發展的相互關係,並回顧中共幹部選拔任用制度,以歸納出中共競爭上崗制度發展沿革,希望藉由對中共競爭上崗制度實施後成效及問題的瞭解,作一完整的探討剖析。
本研究分為六章:第一章緒論分別說明研究動機與目的、研究問題與研究假設、相關文獻回顧、研究範圍與研究限制、研究途徑與研究方法、研究架構與章節安排的說明。第二章就中共公務員競爭上崗制度的緣起作一說明。第三章至第五章分別從競爭上崗制度的理論與實務進行探討分析,並對核心價值與原則進行驗證。第六章結論,首先以回應命題的方式,歸納本研究的發現:一、競爭上崗制度與公開選拔制度之異同。二、具有中國特色的一種陞遷制度。三、回應本文假設,中共雖以競爭上崗制度來拔擢人才,但其行政效率之提昇仍有進步的空間。四、對我國公務員陞遷制度的啟示。其次,就政策面提出建議:(一)適當降低首長的用人權限,提昇陞遷過程的透明度。(二)加入民主測評機制,使同仁擁有類似中共群眾四權之知情權、參與權、選擇權、監督權,即讓機關同仁見證陞遷過程,並對競爭者適當評比,使陞遷加入監督的機制。(三)欲競爭主管者,除需符合基本資格條件外,還需具備擬任職務之專業知識,必須訂定擬陞遷職務績效目標,並於面試階段陳述擬任職務規劃等,此類似中共競爭上崗制度的演講程序。(四)試用一年的觀察期。(五)任期制度(例如四年)的實施。(六)調任為非主管人員的機制。使得晉升管道暢通且具彈性活力,也使得陞遷制度的實施更有意義,並可以落實公開、公正、公平的原則,不僅對個人有自我激勵、自我成長作用,對機關組織而言,也可以間接提高行政效率。 From the point of history, this research observes the interactive relationship between the civil-servant system and cadres’ development in China and reviews selection and appointment system of cadres to conclude the evolution of competition-last-post system. The research hopes to explore the effects and resulting questions after implementing the competition-last-post system of China thoroughly. This research is divided into six chapters: The first one, introduction, separately discusses the research motivation, goals, questions, hypotheses, related literature review, research scope, limitation, method, structure, and the arrangement of chapters. The second chapter describes the source of the competition-last-post system of China. The third chapter to the fifth one analyze theory and practices of competition-last-post system, as well as validating the core value and principals. The final chapter, conclusion, induces the research findings in the way of responding to the propositions: (1) the difference of competition-last-post system and public selection and appointment system, (2) a promotion system with Chinese characteristics, (3) responding to the research hypotheses, although P.R.C. uses the competition-last-post system to select talented people, there still has some improvable space on its administrative efficiency, (4) insights for our promotion system in Taiwan. Next, the research provides some suggestions about the policy: (1) suitably reduces the chief's employing jurisdiction and increases the transparency of promotion process, (2) increases the democracy-evaluate mechanism, enabling the colleague to have four powers, including awareness, participation, selection, and supervision, similar to the populace. Thus, let the institution colleague witness promotion process and suitable evaluates the competitors, adding promotion into surveillance mechanism. (3) People who want to compete for the manager, must not only conform to the basic qualifications condition but also have specialized knowledge of drafting administratorship as well as achievement goals and present related plans at the interview stage. This is similar to the lecture procedure of the competition-last-post system of China. (4) The trial and observational period is one year. (5) implements the tenure system , for example, four years. (6) The mechanism for transferring to non-manager position makes the promotion pipeline more unimpeded and flexible. It also makes the implementation of promotion system more meaningful. Carrying out open, impartial, and fair principles, not only have self-encouragement and self-growth function for individual, but also indirectly enhances the administrative efficiency for the institution. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/26743 |
全文授權: | 未授權 |
顯示於系所單位: | 國家發展研究所 |
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