戶政實施電腦化至今已逾10年，它開啟我國政府機關資訊化的新紀元，對處理案件的迅速、工作流程的簡化，有相當助益；在提供民眾更便捷服務之時，台北市戶政同仁却未感受到工作量的減輕，尤其因資訊化造成工作量的遽增，反而覺得工作壓力更重，離職人數更多，對此現象實有研究探討的空間。 本研究採用質化研究方法，對於資訊化後對人力配置的影響，依作業方式改變、人員配置面作實務深度訪談，並以資訊化前後辦理之案件數加以比較分析，研究發現： 一、組織編制，未能隨社會變遷調整，並依等待人數及案件類別分析，致人力配置不平衡，無法配合實際需求。 二、戶政業務有其專業性，人員替代困難。 三、部份業務未回歸相關機關辦理，又增加許多非關戶籍「業外」項目。 伍、網路憑證未能有效利用。 六、資訊化不完整，人工作業仍多，前後線作業系統無法逕為連結。 七、政策推行不够周延，配套措施不足。 因此本研究建議政府在大力推動數位化之際，對各機關間戶籍資料的介面連結，加強推動自然人憑證使用，書證的減量，有其必要性；應早日通過組織法，提高基層人員職等，解決人員流動率過高問題；政府政策實施，須有完善配套措施，如此方能落實組織再造、電子化政府的政策。 / Residential Record & Administration (RR&A) business has been computerized for over 10 years now. It opens up a new era for our government office to utilize information system technology. The system simplifies the overall work procedure and increases the efficiency of processing cases. It provides quick and convenient service to the public. However, the technology does not bring any relief in terms of work load to the staff of RR&A office in Taipei. In particular, the linking of the systems of the whole nation not only increases their work load but also brings more pressure to them. As a result, more people have quit their jobs. There is indeed a need to have further discussion about this situation. This study uses a quantitative research method to study the impact of the utilization of information system technology upon the allocation of manpower. An in-depth interview has been conducted according to the change of work procedure and the allocation of staff. In addition, the study also compares the number of cases processed before and after the use of information technology. The study discovered that: 1. The organization of RR&A office is unable to adapt quickly enough to satisfy society’s needs. The staff of RR&A is not proportioned properly according to the amount and variety of pending cases. 2. The occupation of RR&A is highly specialized, which makes it difficult to find replacement workers. 3. Some of the tasks are unrelated to the RR&A, which increase the workload of the staff. Those additional services should be assigned to their appropriate offices. 4. Online verification of identification can not be efficiently used. 5. Counter clerks and supporting staff as well as different government departments cannot communicate well with each other because the system is not comprehensive enough and a large number of work needs to be done manually. 6. Government policies are not implemented well and lack supporting resources. Therefore, this study suggests that when the government implements the digitalization on a widespread scale, it is necessary to establish system interface capability among government institutes, promote the uses of Certficate Authority of MOL（MOICA） and the reduction of certification. The constitutive law should be quickly passed to elevate the level of basic workers and decrease the amount of worker resignations. Government policies should have complete supporting resources. By doing so, the policy of restructuring the current organization to achieve a true E-government can be fully implemented.

內容摘要： 人是組織中最重要之資源，人力運用是組織中之重要工作，而人力資源之運用得當與 否，則有賴於人事政策。目前有關研究發展工作之人事政策方面之研究非常少，本論 文即在以個案研究方式，針對復華研究開發公司之人事政策做一研究。 首章乃針對有關之研究方法作一闡述。次章就有關需求，工作與個人的關係做一理論 性探討。 第三至第五章則分別就人事管理功能中，有關招募、遴選、工作分派、績效評估、薪 水、升遷、人員訓練與發展及溝通等政策性方面，就目前狀況做一分析，並提出其缺 點。最後一章乃就以上各章之研究做一結論及建議。

本文主題在研究中共人力運用的策略，即中共如何運用人力？何種因素影響人力運用 ？評估過去人力運用的得失，並預測未來可能之發展。全文共分五章十五節，六萬字 。 第一章結論：一、問題的提出。二、問題的形成背景。三、研究方法。四、研究限制 。 第二章人力運用的理論：一、認識與實踐。二、矛盾與衝突。三、意志強調。 第三章政策的變動：一、人口政策。二、教育政策。三、就業政策。 第四章人力運用的實際：一、群眾動員。二、紅與專。三、集體行動。 第五章結論。