我國檢察官離職、轉職因素的分析: PPM模型的運用

Abstract

本研究是以檢察官視角出發的實證研究，旨在探討「檢察官出走現象」的職業流動原因。為更有系統地瞭解影響檢察官離職、轉職的因素，本研究援引「PPM模型（Push-Pull-Mooring Model）」，將可能影響檢察官離職、轉職的經濟、環境及個人因素等，分類在推力因素、拉力因素及鎖住（個人）因素中，以此框架探索、解釋以下的研究問題：（一）檢察機關內部促使檢察官離開的推力因子為何？（二）法官或律師環境吸引檢察官離職或轉職的拉力因子有哪些？ （三）影響檢察官下定決心離職或轉職的鎖住（個人）因素為何？（四） 有什麼樣的激勵因子或作為可能使檢察官願意留任？ 本研究以深度訪談法為主，選擇以臺灣高等檢察署轄區內的地方檢察署檢察官為研究範圍，研究對象則為「任職逾10年」的離職檢察官、轉職檢察官。研究結果發現： 一、「工作量大」是將檢察官們推出檢察機關最重要的推力因素，「工作價值低落」排名第二，薪資待遇與工作負擔不成正比次之。 二、轉任法官、律師的拉力因素，「新工作有趣、富有挑戰」、「薪資待遇有期待可能性」同列為第一重要性因素。 三、當檢察官們產生離職傾向，比較檢察機關與法官、律師環境的各種經濟因子、環境因子時，在推、拉過程中，最後衡酌當下所處人生階段、家庭成員、自我職業效能、自身專業考量、個人成就感等鎖住（個人）因素，促進檢察官們離職或轉職的決定。 四、檢察官的職涯流動，確實是經濟因素、環境因素及個人因素等多個因素交互作用而產生的結果。檢察官有強烈的工作價值觀且重視個人成就感。 五、受訪者們指出，若能透過增聘檢察官助理、修法將妨害名譽除罪化、結案簡化、優化公務環境等方式合理檢察官工作量；提供 檢察官更多樣性工作內容及歷練機會； 提高檢察官工作價值及成就感，可能使檢察官們願意留任。 本文依據研究發現提出政策建議：（一）強調檢察官工作價值：重繪理想檢察官圖像，強調檢察機關「發現真實、保障人權」的共同使命，提升工作價值及成就感，使檢察官產生歸屬感及尊容感。（二）合理檢察官工作負擔：重塑檢察機關的組織目標，關注檢察官核心價值的工作內容，提供檢察官「一個能兼顧家庭生活，有助於提高成就感、實踐公平正義的工作環境」。（三）重整人事制度：藉由「提供更多樣性工作內容及歷練機會」、「優化或調整一、二審檢察官輪調制度」、「建立以使命驅動的管理績效指標」方式，創造友善且有競爭力的工作環境，以利實戰經驗豐富且歷練完整的檢察官菁英繼續留任。

This study is an empirical research conducted from the perspective of prosecutors, aiming to explore the reasons for the phenomenon of "prosecutors’ turnover". In order to systematically understand the factors influencing prosecutors' turnover intentions, this study uses the "PPM model (Push-Pull-Mooring Model)" to categorize economic, environmental, and personal factors that may affect prosecutors' turnover into push factors, pull factors, and mooring (individual) factors. With this comprehensive framework, the study aims to explore and explain the following research questions: (1) What are the push factors within the prosecution environment that prompt prosecutors to leave? (2) What are the pull factors in the judge or lawyer environment that attract prosecutors to leave? (3) What are the mooring (individual) factors that influence prosecutors' determination to leave? (4) What incentives or measures may encourage prosecutors to retain in their positions? This study primarily utilizes in-depth interviews and focuses on prosecutors from local prosecutor's offices within the jurisdiction of the Taiwan High Prosecutors Office. The research scope includes individuals who have served as prosecutors for at least ten years and subsequently left to become lawyers or judges. The research findings reveal: 1."Heavy workload" is the most significant push factors of prosecutors’ turnover, followed by "low work values." The discrepancy between salary and workload ranks third. 2.The pull factors for transitioning to roles such as judges or lawyers include "the new job being interesting and challenging" and "the potential for better salary and benefits," both of which are ranked as the most important factors. 3. When prosecutors have turnover intention, various economic and environmental factors between the prosecutor's office and the environment of judges and lawyers are compared. In the process of push and pull, the final decision of prosecutors to turnover is influenced by mooring (individual) factors such as current life stage, family members, professional self-efficacy, professional considerations, and sense of achievement. 4.The career mobility of prosecutors is indeed the result of multiple factors such as economic, environmental, and personal factors interacting with each other. Prosecutors have strong work values and value personal sense of achievement. 5.The respondents pointed out that by reasonably managing prosecutors' workloads through measures such as hiring more prosecutorial assistants, decriminalizing defamation through legislative amendments, simplifying case closures, and optimizing the work environment, it would be possible to provide prosecutors with more diverse work content and experiential opportunities. Additionally, increasing the sense of achievement in their work could potentially encourage prosecutors to remain in their positions. Based on the research findings, in order to create a friendly and competitive work environment to retain veteran prosecutors, this paper proposes the following policy recommendations: 1.Emphasize the Value of Prosecutors' Work: Redefine the ideal image of a prosecutor and highlight the mission of the prosecutorial system to "discover the truth and protect human rights." Enhance the value of the work to foster a sense of belonging and dignity among prosecutors. 2.Reasonable Workload for Prosecutors: Reshape the organizational goals of the prosecutorial system to focus on the core values of prosecutors' work. Provide an environment where prosecutors can strike a balance between work and family, improve their sense of achievement, and practice fairness and justice. 3.Revamp the Personnel System: Offer more diverse work content and training opportunities, optimize or adjust the rotation system for first and second instance prosecutors and establish mission-driven performance management indicators.