台灣公部門常態性混合遠距辦公之可行性研究：以2021年COVID-19期間的人事部門為例

Abstract

工作彈性化措施為人力資源管理重要探討面向之一，遠距辦公打破傳統差勤管理思維，並被期待可作為兼顧工作及家庭之友善職場措施。2020年底COVID-19疫情突襲，形成檢視公部門遠距辦公可行性之重要契機，故本研究由文獻分析法出發，再經由個案研究法及深度訪談法，嘗試藉由這次疫情期間公部門執行居家辦公之實務運作問題，提出公部門未來推動遠距辦公常態化之政策建議，分別就「制度設計」、「管理方式」、「資源整備」及「組織文化」等面向，說明如下： 一、在制度設計部分：應有明確或專屬工作規範，並以數位化思維鬆綁現行行政作業規定，營造友善遠距辦公環境；成立跨部會之專責任務編組，推動及協調各項遠距辦公議題；依據災害規模及機關屬性預為盤點遠距辦公人力，強化各機關於事故發生時之組織韌性。 二、在管理方式部分：落實目標管理，以成果而非工時投入多寡來衡量遠距辦公者之績效表現；建立遠距溝通規範，透過溝通工具進行訊息緩急分類。 三、在資源整備部分：積極建置軟硬體設施因應遠距辦公趨勢、提升資訊安全防護措施；透過教育訓練強化公務同仁數位工作能力及資訊安全意識。 四、在組織文化部分：型塑自重互信之組織文化；屏除守舊觀念、運用創新科技翻轉公共服務流程。

Flexible working is an important aspect of human resource management. Telework, expected to be a friendly workplace measure that balances work and family, breaks away from traditional duty management. The COVID-19 outbreak at the end of 2020 creates a crucial opportunity to examine the possibility of teleworking in the public sector. Therefore, the research aims to study the public sector’s practical implementation of remote working during the pandemic to further propose policy advice for the public sector to promote routine hybrid remote working in the future. The study is based on document analysis, case study, and in-depth interview and focuses on aspects such as “system design”, “management”, “resource preparation”, and “organizational culture”, explained below: I.System design: specification of work should be clear and distinct. Current regulations should be loosened to adapt to a more digitalized working mode to create a friendly teleworking environment; set up a special task group of inter-ministerial committees to promote and coordinate various remote office work issues; make an inventory of the remote office workforce according to the scale of the disaster and the agency attributes to strengthen the organizational resilience of each agency in the event of an accident. II.Management: implement goal management by measuring the performance of teleworkers by results rather than hour investment; establish long-distance communication norms and classify or prioritize messages through communication tools. III.Resource preparation: prepare software and hardware facilities proactively to cope with the trend of remote offices and improve information security measures; strengthen public servants’ digital skills and information security awareness through education and training. IV.Organizational culture: shape a corporate culture of self-respect and mutual trust; have a more open-minded attitude; utilize innovative technology in the public service process.