本研究係以行政院主計總處人事處之非主管人事人員為研究對象，主要目的在探討行政院主計總處人事人員工作壓力之來源類型，並提出紓解行政院主計總處人事人員工作壓力之具體因應對策。本研究主要研究方法為質化研究之文獻分析法及深度訪談法，並以行政院主計總處人事處8位非主管人事人員作為訪談對象，透過分析訪談資料，獲致研究結論如下： 一、行政院主計總處人事人員感受到相當程度之工作壓力。 二、行政院主計總處人事人員工作壓力來源類型可分為三種：（一）與組織有關之工作壓力（二）與工作本身有關之工作壓力（三）與個人有關之工作壓力。 三、行政院主計總處人事人員會綜合使用「問題焦點因應策略」及「情緒焦點因應 策略」。 四、行政院主計總處人事人員在處理與組織、工作本身有關之工作壓力時，會綜合使用「問題焦點因應策略」及「情緒焦點因應策略」；處理與個人有關之工作壓力時，會單獨使用「問題焦點因應策略」。 五、行政院主計總處人事人員可運用適當因應策略紓解工作壓力。 根據以上研究結論，本研究提出建議，以供實務參考。 關鍵字：人事人員、工作壓力、因應策略 / This study takes the Rank-and-file Personnel Staff in Personnel Department of Directorate-General of Budget, Accounting and Statistics, Executive Yuan as the object to discuss what types of work stress they face and post the coping strategies. It mainly apply Qualitative Research’s Document analysis and In-depth Interview to analyze interview data of 8 Rank-and-file Personnel Staff of Personnel Department in Directorate-General of Budget, Accounting and Statistics, Executive Yuan. 1.Staff in Personnel Department of Directorate-General of Budget, Accounting and Statistics, Executive Yuan are under certain degree of work stress. 2.There are three types of work stress：A. Organization-related、B. Work-related、C.Person-related. 3.Staff in Personnel Department of Directorate-General of Budget, Accounting and Statistics, Executive Yuan multiply apply strategies of 「Problem-focus Coping Strategies」and 「Emotion-focusCoping Strategies」 4.Staff in Personnel Department of Directorate-General of Budget, Accounting and Statistics, Executive Yuan multiply apply strategies of 「Problem-focus Coping Strategies」and「Emotion-focus Coping Strategies」to deal with Organization-related and Work-related work stress；individually apply「Problem-focus Coping Strategies」to deal with Person-related work stress. 5.Staff in Personnel Department of Directorate-General of Budget, Accounting and Statistics, Executive Yuan are able apply coping strategies to release work stress. According to the conclusion, the essay is advised for reference to actual situation. Keywords：Personnel Staff,Work Stress, Coping Strategies

本研究旨在了解高中職藝術群教師工作壓力、復原力及幸福感之概況、不同背景變項高中職藝術群教師工作壓力、復原力及幸福感差異、不同背景變項高中職藝術群教師工作壓力、復原力及幸福感間的關係及工作壓力及復原力對幸福感的預測力。 本研究以高中職藝術群教師為施測樣本，以「教師工作壓力量表」、中文版「成人復原力量表」及「中國人幸福感量表」為研究工具，共發出問卷246份，有效樣本168份。所蒐集的資料採用t考驗、單因子變異數分析、皮爾遜積差相關、逐步迴歸進行資料分析，最後獲致四項結論： 一、 高中職藝術群教師工作壓力屬中下程度，其中以「工作負荷」的工作壓力感受程度最高，「教學輔導」次之。其復原力屬中上程度，其中以「社會資源」復原力得分最高。高中職藝術群教師幸福感屬中上程度。 二、 背景變項不同之高中職藝術群教師工作壓力、復原力及幸福感的差異為： 1.「男性」之高中職藝術群教師在整體復原力及「個人強度」、「社交能力」、「未 來組織風格」復原力方面高於「女性」高中職藝術群教師。 2.「30至39歲」之高中職藝術群教師在整體工作壓力及「組織因素」、「工作負 荷」、「教學輔導」工作壓力高於「29歲以下」的高中職藝術群教師。「40歲以 上」高中職藝術群教師，在整體工作壓力及「組織因素」、「人際關係」、「工作 負荷」工作壓力高於「29歲以下」的高中職藝術群教師。 3.「未婚」之高中職藝術群教師在「專業知能」工作壓力上高於「已婚」高中職 藝術群教師，「已婚」高中職藝術群教師在「教學輔導」工作壓力及整體復原力 及「個人強度」、「社會資源」、「社交能力」復原力上高於「未婚」高中職藝術 群教師。 4.「學士」之高中職藝術群教師在「未來組織風格」復原力優於「研究所以上」 之高中職藝術群教師。 5.年資「15年以上」之高中職藝術群教師，其「組織因素」及「工作負荷」工作 壓力均高於年資「5年以下」之高中職藝術群教師。 6.學校規模方面，「49班（含）以上」之高中職藝術群教師 整體工作壓力及「組 織因素」、「教學輔導」分項工作壓力均高於「25-48班」之高中職藝術群教師， 「49班（含）以上」之高中職藝術群教師在「工作負荷」工作壓力高於「24班 （含）以下」之高中職藝術群教師，「24班（含）以下」之高中職藝術群教師在 「教學輔導」分項工作壓力高於「25-48班」之高中職藝術群教師。 三、 不同背景變項之高中職藝術群教師，其工作壓力、復原力與幸福感間的關係為： 1.不同背景變項之高中職藝術群教師，其工作壓力與幸福感間的關係皆為負相 關。 2.不同背景變項之高中職藝術群教師，其復原力與幸福感間的關係皆為正相關。 四、 高中職藝術群教師的工作壓力、復原力與幸福感的解釋力： 1.「專業知能」工作壓力可以有效預測高中職藝術群教師的「幸福感」，解釋總變 異量為29.8% 2.「未來組織風格」復原力可以最有效預測高中職藝術群教師的解釋力，解釋變 異量為35.2%；其次為「社交能力」、「個人強度」與「家庭團結」。 3.「未來組織風格」復原力、「專業知能」壓力、「社交能力」復原力的解釋力最 大，「個人強度」復原力及「教學輔導」壓力等五個變項，可以有效預測高中職 藝術群的「幸福感」，解釋總變異量為55.4%。 4.不同背景變項之高中職藝術群教師的復原力與工作壓力皆能預測其幸福感。其 中，以「24班(含)以下」高中職藝術群教師的「未來組織風格」復原力對幸福 感的預測力最高，達61.6%。 最後，依本研究所獲結論，分別對高中職藝術群教師、學校方面及後續未來研究者提出相關建議。

本研究旨在探討新北市國中輔導處兼任行政教師工作壓力、心理資本及工作投入之關係，以新北市315位輔導處兼任行政教師為研究對象，回收有效問卷共310份。本研究之研究工具為「工作壓力量表」、「心理資本量表」及「工作投入量表」。以描述性統計、t檢定、單因子變異數分析、皮爾遜積差相關、多元逐步迴歸分析等方法，進行統計分析。主要研究結果如下： 1.新北市國民中學輔導處兼任行政教師之工作壓力屬於中等程度，其中以「工作負荷」、「專業發展」等方面的工作壓力感受最大。 2.新北市國民中學輔導處兼任行政教師所擁有之心理資本屬於中高程度，尤其以心理資本中的「希望」特質最為豐厚，其次則為「復原力」特質。 3.新北市國民中學輔導處兼任行政教師之工作投入屬於中高程度，其中以「奉獻」樣態的工作投入最高，其次則為「專注」樣態的工作投入。 4.新北市國民中學輔導處兼任行政教師的工作壓力與工作投入間，呈現顯著負相關的關係。 5.新北市國民中學輔導處兼任行政教師的心理資本與工作投入間，呈現顯著正相關的關係。 6.心理資本的「希望」特質、「專業發展」及「上級要求」等方面的工作壓力與心理資本的「自我效能」及「樂觀」等特質，可以顯著預測新北市國民中學輔導處兼任行政教師的「整體工作投入」，預測力分別為32％、6％、2.9％、3.6％及2.1％，總預測力為45.7％。 本研究依據上述結果加以討論，並分別對學校行政、學校行政主管機關及未來研究提出相關建議。

晚婚人口的增加，影響所及最顯著的就是生育率的降低。所以晚婚現象不單單只是男女兩性的問題，也衍生出人口結構面及政府社會福利與相關政策制定等的問題。而晚婚現象也充斥著各行各業，以國內金融業為例，金融業的員工往往以女性為大宗，而在男性寥寥可數的工作環境下，容易造成金融業女性想要內銷不易；再加上工作時間過長、工作壓力大，不容易自然認識到異性，若又不積極向外打開社交圈，單身的狀態更是難以突破，因此為一項值得深究的課題。 本研究採取質化研究的半結構式訪談法，訪問了12名已達30歲（含）以上而尚處於未婚狀態的女性金融從業人員，旨在探究晚婚女性金融人員的擇偶條件與婚姻態度，企圖統整出影響她們晚婚的因素。經分析訪談資料後，所得研究重要發現如下述： 一、結婚之必要性鬆動。婚姻是一種緣分，而結婚最重要的前提就是是否能尋得一位「值得託付終身的對象」，如果結婚沒有單身好，那麼就更沒有結婚的必要了！ 反而認為女孩子經濟獨立比較重要。 二、不一定只有結婚才算是盡子女的責任，不婚有時反而有更多的時間可以陪伴家人，進而孝順自己的父母親，為自己的原生家庭盡一份力量，讓父母們能夠放寬心，也是另一種盡子女的責任，而且長輩也不希望子女是為了結婚而結婚。 三、結婚也不一定要生小孩。生不生小孩應該是要在夫妻雙方都有穩定的經濟基礎及規劃下，再來慎重考慮之後做決定，此也正可呼應為何現在我國的生育率如此低落。 四、不婚不等於晚年會孤獨。人本來就是孤獨的，有時候結婚有伴也不見得就比較不孤獨，況且可以排解孤獨的方式也有很多種，每個人都會變老，最重要的應該是要培養出自己的興趣。 五、工作環境、壓力多多少少對晚婚都有點影響。尤其是現今金融業面對國際化以及同行競爭，處在此種競爭激烈的工作環境下，工作壓力大、工時長，往往下班時就已經疲累到不行，假日時間可能又必須得準備證照考試來努力充實自己，有時忙到可能都沒有時間找對象，或者好好去經營一段感情，也會擔心有了家庭小孩後，該如何在工作跟家庭間做一個權衡。 六、而這些晚婚女性金融人員仍未結婚最主要的原因還是尚未找到一位「值得託付終身的對象」，在未找到合適的人之前，採取不要勉強自己，寧缺勿濫的態度。而且年紀越大，經歷過的事情越多，越能夠瞭解婚姻的現實面，對於結婚也就越沒有了衝動。 本研究並根據研究發現，提出以下建議： 一、如果有結婚的意願及打算，就應該要積極準備，拓展人際關係，不要為自己設限，能夠多元交友，不要再只是消極的隨緣等候緣分的到來。 二、釐清自己真正的需求，設定務實、適合自己的擇偶條件，而非執著於某些三高等的外在條件。 三、建議相關單位可多舉辦聯誼活動，提供多元交友管道，拓展認識異性之機會。 / The number of people getting married late has been increasing, and the most significant impact is the reduction in fertility. The phenomenon of people getting married late isn’t just a gender problem, but also causes different problems in demographic structure and government social welfare policy. And the phenomenon of late marriage filled various walks of life, for example in the domestic financial industry many of its employees are women but few men. Its long working hours and pressure cause women more difficult to find their ideal person. Therefore, this subject is worthy of inquiry. This study uses the qualitative methodology of semi structured interviews, to interview twelve female financial people who are over 30-year-old and unmarried. In this study I try to integrate the reasons that cause female financial people to get married late by observing their mate-selection preferences and marital values. After analyzing their interview data, the results of the research show the following key points: 1.The most important prerequisite to get married is to find an ideal person. If getting married is not better than single, then the marriage is no more necessary! 2.Marriage is not only being regarded as filial piety anymore. Unmarried people can have more time to accompany with their family and their elders hope their children do not marry just to marry. 3.Getting married doesn’t have to have children. A decision to having children should be at a stable economic base and after careful consideration. This is also why our fertility rate is so low. 4.Not married doesn’t mean you will be lonely when you are old. Everyone will get older, the most important thing is you should cultivate your own interests. 5.Working environment and pressure have little influence on the late marriage. Especially the financial sector now faces the international competition. Such a competitive environment, work pressure, and long working hours make them not have time to find their ideal person or to manage a relationship. 6.And the main reason that female financial people getting married late is not found an ideal person and they don’t want to force themselves. This study also offers the following suggestions: 1.Make a plan for life earlier and expand interpersonal relationships actively. Don’t set limits for yourself and keep passive attitudes toward marriage. 2.Define their own needs and pragmatic conditions for their future partners. 3.I recommend the coherent units to hold more gatherings cross organizations. Provide civil servants multi-dimensional channels to make friends and expand opportunities to know friends of opposite sex.

本碩士論文共計一冊，分為四章，第一章為緒論，可分為三節，第一節為研究動機與 目的，主旨在於說明本研究的主要目的係探討工作團隊中，主管和部屬的自我人格類 型、同事中大部人的人格類型、工作團隊中大部份的人格類型及某些口統計變項，如 性別、公司管理型態等等變項，與工作者在工作中所表現的某些工作行為如工作壓力 、工作滿足及工作投入之關係為何，以便藉所得結果，提供給人事管理部門，在甄選 、安置及員工輔導上，做一參考。第二節則進行文獻探討，分別對A/B 型人格理論與 相關研究結果、工作壓力、工作滿足、工作投入、主管領導型態及上述諸變項的綜合 研究文獻，做一探討與闡釋。第三節根據研究動機與目的與文獻的探討結果，條列出 本研究問題與研究假設。 第二章計分三節，分別對本研究的研究對象、研究工具及資料分析的方法，做一說明 。第三章為結果與討論，針對樣本、研究工具及研究假設的實證結果做一說明，如發 現A 型工作者與B 型工作者在工作壓力、工作投入、內在滿足及外在滿足上，差異皆 達顯著水準，符合本研究之假設。第四章為結論與建議，係摘錄上述研究結果，並對 本研究進行檢討，此外也根據實務了解，提供某些實驗結果，建議予人事管理部門參 考之用。

在經濟自由化、國際化潮流的衝擊下，公營事業「私有化」（privatization）自1980年代以來成為主流思潮，在國內政治、經濟、社會發展日趨成熟，以及公營事業機構經營績效普遍不彰的環境下，紛紛要求政府去保護、去壟斷、去管制，讓公營事業回歸市場競爭機制，於是行政院於1989年成立跨部會的「專案小組」負責推動民營化工作，惟民營化的腳步卻顯得蹣跚難以開展，直到1996年「國家發展會議」中才確立「加速民營化」的共識後，民營化政策乃如火如荼的展開。 歷經十幾年民營化推行的結果，弊端叢生，有淪為財團化、賤賣國產、政治酬庸工具、製造大量失業的疑慮，並嚴重損及員工既有的工作權益，而廣受訾議；近年來更質變為政府籌措財源的工具，以致員工抵制、抗爭民營化政策持續未歇，乃至遊說立法委員通過特別立法加以保護與刪減釋股預算等，百般推遲、阻撓民營化進度，究其原因，乃在員工預期民營化組織變革將帶來不確定性未來的集體共同認知使然，害怕減薪、裁員、失去工作保障、勞動條件改變、僱庸關係變更、喪失公務員身分、權力及社會地位降低、經濟利益減損、可用資源減少、工作量增加…等等。 本研究以公賣局為個案研究，公賣局為因應民營化的需要，改善經營體質，提升組織競爭力，從1996 年開始規劃實施一連串的組織變革措施中，主要進行人力精簡、組織調整及全面品質管理等三大重要變革措施，其中以人力精簡與組織調整對員工的衝擊影響最大；人力精簡從1997年到2003年10月底止，已精簡4371人，有1/3以上的員工選擇優惠離退，而組織調整的方式則以簡併、裁撤、遷廠方式為之，影響了數千名員工的工作地點、工作性質、人際關係與環境的變動，員工在經歷這些重大組織變革，其對民營化組織變革的認知情況如何，是否會反應在工作壓力與組織承諾上，所以本研究即以微觀的認知觀點，試圖從員工對民營化組織變革的不確定性認知切入，來探求民營化組織變革的不確定性認知，對員工工作壓力與組織承諾的影響情況，深切鋪陳員工心理層面的憂鬱、焦慮、徬徨的感受，以提供政府當局及變革推動者參考。 本研究除採用文獻探討法對過去學者研究文獻做一回顧與整理外，並使用問卷調查法，以2004年2月底留任在台灣菸酒公司流通事業部職員為研究對象，所得有效樣本462份資料，以描述性統計分析、因素分析、信度分析、t檢定、單因子變異數分析、皮爾森積差相關分析、逐步迴歸分析等統計方法予以分析。 本研究主要獲致結論如下： 在描述性統計分析方面，員工最擔心的是被減薪（87.9%）、職務或工作地點變動（82%）、被裁員或解僱（80.8%）、失去公務員身分工作權較無保障（78.8%）、以及對個人未來的事業生涯有不安與徬徨的感受（76.6%），除此之外，對未來角色的變更也充滿相當的憂慮，在變革過程中，員工也認為所獲取或接觸的變革資訊嚴重不足，也顯示參與決策與溝通的管道不夠暢通，並且也相信民營化組織變革將使組織發展更具變動性，在在均說明了員工對民營化組織變革充滿了不確定性的認知程度相當高。反應在工作壓力方面，則以「焦慮反應」最為嚴重，平均數比率為75.56%，其次為「工作過荷」的現象為70.82%，然其對組織的「價值及努力承諾」、「留職承諾」仍舊是非常高昂，平均數比率分別為71.8%、71.62%。 在差異性分析方面，發現有顯著差異者有：1.不同年齡、職位的員工對「變革資訊」的不確定性認知有顯著差異。2.不同工作類別的員工對「溝通疑慮」的不確定性認知有顯著差異。3.不同職位員工對「組織發展」的不確定性認知有顯著差異。4.不同職位的員工對「低自尊」有顯著差異。5.不同工作類別的員工對「留職承諾」有顯著差異。 在相關分析方面，民營化組織變革的不確定性認知與工作壓力呈高度正向相關，與組織承諾則呈中度負向相關，而工作壓力與組織承諾則呈高度負向相關。 在預測力分析方面，民營化組織變革的不確定性認知對工作壓力、工作壓力對組織承諾均具解釋力或預測力，且工作壓力對民營化組織變革的不確定性認知與組織承諾間具有中介效果，亦即留任員工對民營化組織變革的不確定性認知程度愈高，其工作壓力愈大，工作壓力愈大，則員工的組織承諾愈低。 本研究根據研究結論分別對政府、事業機構、員工及後續研究者提出建議，期以建構更完善的民營化政策、以及提出更完整、更具價值的研究成果。 關鍵字： 認 知 組織變革 工作壓力 組織承諾 / Under economy liberalization trend, as well as globalization influences, the public enterprise privatization became a leading trend starting from 1980s, Internal (domestic) politics, economy, society development is mature rapidly, and public enterprises management agency are generally not developing/improving, makes them requesting government to give up protection, monopolize, controls etc. in order to put the public enterprises into competitive market mechanism. Hence in 1989 Executive Yuan had set up a special team in charge for pushing government entity for privatization, although privatization moves was halting and difficult to develop at the start, untill 1996 the Country Development Meeting where participants has reached a common view to accelerate the privatization issue, the privatization became a hot topic like a raging fire that everyone is talking about. Over ten years after privatization was carried out, disadvantage clusters, conglomeration of companies, low price sales and quisling government properties, political bribing, unemployment misgivings, seriously damaging workers interests and rights, and became a widely discuss issues. In recent years it even deteriorated and spoiled into a fund raising tools, which made workers to boycott, then fights against privatization policy continues. And even canvassed legislators to enforce protection laws, truncate and write off budgets, all sorts of put off or deferred to obstruct and jeopardize the progress of privatization. Trace to its cause, worker anticipation that privatization will bring uncertainty in the future due to the change of the organization, salary reduction, lay off staff, loosing job indemnification, labor laws and regulation changes, relation alteration in the employment system, loss of civil servant status, social status and rights diminishing, economical benefits reductions, available resource decreasing, increase of workload etc, etc.. This research is based on Taiwan Tobacco and Wine Board as a case study, due to the need of privatization to improve its management, increase of competitiveness capability, starting from 1996 Taiwan Tobacco & Liquor Corporation has taken up a series of organization transformation measures, there were 3 major improvement measures, mainly on manpower simplification; organization adjustment and overall quality control management. Where the manpower and organization adjustment have the most direct influence to staff/workers; Manpower reduction has been started since 1997 and up till the end of October 2003, there were already 4,371 persons reduced, 1/3 above personnel choose the preferential leave quit, while re-organization is implemented using simplification, dissolve of companies, relocate of factories, this has affected thousands of staff/worker’s work place, jobs nature, relationship and environmental alterations. Upon they experienced all these significant re-organization major changes. How do staff/workers recognition towards organization changes due to the privatization effect? Will it reflect in their work commitment due to the work pressure and organization changes? This study is based on basic cognitive point of view, attempt to cut in from worker’s uncertain recognition to organization changes by privatization, seeking for uncertain recognition of organization transformation cause by privatization, the effect towards personnel work pressure and organization commitments, deeply elaborate personnel psychology disconsolation, anxiety, hesitation, in order to provide to government authority and the reformers for references. This research adopt and consolidate the previously research documentary retrospect, it also combine with questionnaires inquisition. Based on the research object from Taiwan Tobacco & Liquor Corporation Business Distribution Unit staff at the end of February 2004, obtained effective samples of 462 item and were analyzed with Descriptive Statistic Analysis method, Factor Analysis, Reliability Analysis, t-Test, One-way ANOVA, Pearson Analysis of Regression, Analysis of Stepwise Regression Statistical. The main conclusions of this research are as follows: Under descriptive statistic analysis salary reduction is the most worried case (87.9%), duty and or work place alteration (82%), lay off staff (80.8%), loss of civil servant status and work rights (78.8%), fear of personal future business career uncertainty hesitation (76.6%), in addition to this, anxiety to the future personal role’s alteration. And during the changes period, staff/workers felt if organizational changes information severely lack of, it also shows if decision makers has impeded the communication in between, and the belief that privatization of organizational changes will let the organization development full with alteration nature. This illustrates staff/workers have very high uncertainty cognition to the privatization of organizational changes. Reaction shown directly on work stresses, while anxiety reaction is the most severe case, average rating at 75.56%, following is work overloaded phenomenon with 70.82%, but to organizational value and effort commitment, retention commitment are still lofty, average ratio at 71.8% and 71.62% respectively. At divergence analysis, it is found there is a distinct difference at 1. Age differences: on duty staff/workers have a different opinion of uncertain cognition to organizational changes information. 2. Different job sections staff/workers have distinct recognition on communication misgiving uncertainty cognition. 3. Different position/grade personnel has a different recognition on organization development. 4. Different position/grade personnel has distinct recognition on low self-esteem. 5. Different Job sections staff/workers has different recognition on retention commitment. On correlation analysis, there is a high positive relationship between privatization of organizational changes uncertainty cognition and work stress, while it shows a medium negative relationship to organizational commitment; work stress and organizational commitment shows a high negative relationship. In forecast analysis, privatization of organizational changes uncertainty cognition and work stress, work stress and organizational commitment both equipped with elucidate and anticipation power, while work stress and privatization of organizational changes uncertainty cognition and organizational commitment are of intermediate effect, in other words for staff to remain in office will increase its recognition to privatization of organizational changes uncertainty cognition, work stress will be heavier, when work stress becomes bigger, staff/workers organizational commitment will become lesser. This research concludes for suggestions to government entity, enterprises, staff/workers and the fellow researchers to improve the privatization program and submit more valuable and complete study results. Key words : cognition 、organizational changes、work stress 、 organizational commitment

本研究旨在瞭解北部五縣市國民中學總務主任工作壓力及因應策略的現況。以北部五縣市公立國民中學總務主任為問卷普查對象，共回收214份有效問卷，以SPSS12.0視窗中文版進行資料分析，再施以半結構式訪談，以輔助調查研究之不足，根據分析結果與訪談所得，提出建議。本研究之結論： 一、北部五縣市國民中學總務主任整體的工作壓力感受，屬於中等程度以上，對因應策略的使用狀況偏高。 二、在不同背景變項與工作壓力的關係上： （一）「30歲以下」的總務主任其工作壓力感受較強。 （二）「30歲以下」的總務主任其工作壓力感受較強。 （三）未婚總務主任所感受到的壓力，高於已婚的總務主任。 （四）「任總務主任年資未滿1年」的總務主任工作壓力感受較強。 （五）教育背景不同的總務主任工作壓力有差異。 （六）「偏遠地區」的總務主任工作壓力感受較強。 （七）「12班以下」的總務主任工作壓力感受較強。 三、不同背景的國民小學總務主任壓力因應策略分析： 壓力因應策略的使用上，不因性別、年齡、婚姻狀況、教育背景、任總務主任年資、學校所在地以及學校班級數等因素不同而有所差異。 四、不同壓力感受的總務主任壓力因應策略的分析： 　　工作壓力各層面感受高壓力組的總務主任在因應策略使用的得分顯著高於低壓力組。 最後依據上述的發現與結論，提出對國中總務主任、校長、教育行政主管機關的建議，以供參考。 一、對國中總務主任的建議 （一）增長專業知能，加強專業進修。 （二）落實權責分明，明確職務代理。 （三）強化工友技能，提昇工作績效。 （四）善用壓力對策，化壓力為助力。 二、對校長的建議 （一）訂定輪調制度，增進凝聚力量 （二）建立領導風範，加強溝通授權。 （三）運用獎勵措施，激發工作潛能。 （三）營造優質環境，減少雜務干擾。 三、對教育行政主管機關的建議 （一）修定相關法令，合理配置人力。 （二）加強知識管理，提升行政品質。 （三）成立營繕機構，專責辦理採購。 （四）建立人力資源，因應人力精簡。 （五）精簡公文報表，強化統合視導。 （六）開辦知能研習，增長專業知能。 / A Study on the Job Stress and Coping Strategy of the junior high Schools’ Directors of General Affairs in Northern Taiwan county . ABSTRACT The purpose of this study was to investigate the job stress and coping strategy of the high schools’ directors of general affairs in Northern Taiwan county. This study adopted both of the questionnaires and interviews to achieve the purposes stated above. The focus group included 214 junior high schools’ directors of general affairs in Northern Taiwan county . Four major conclusions of this study were as follows: 1.Perception of job stress of the junior high schools’ directors of general affairs was above average. The coping strategies were used more frequently. 2.the connection between different background and job stress: (1) There were no significant difference about sensitivity with job stress between directors in gender (2) In “ job stress”, the directors of less 30 years old had higher sensitivity than the directors of 41-50 years old . (3) In “ job stress”, the directors of less one year experience had higher Sensitivity than the directors of 5-8 years experiences. (4) In “ job stress”, the single directors had higher sensitivity than the married directors. (5) The job stress that junior high schools’ directors of general affairs differs from different educational background (6) In “ job stress”, the directors of remote districts had higher Sensitivity than the directors of towns and villages . (7) In “ job stress”, the directors of less12 numbers of classes of the school had higher Sensitivity than the directors of over 60 numbers of classes of the school . 3. Analyzing coping strategy of the junior high schools’ directors of general affairs with different background: There were no significant differences about ways of coping between junior high schools’ directors of general affairs in gender,age,marriage,educational backgrounds,years of service,service area,size of school enrollment. 4.Analyzing coping strategy of the directors with different perception of job stress: In coping strategy, the groups with higher sensitivity about “job stress ” got higher point than the groups with lower sensitivity.

近年來就國際情形而言，自美國九一一恐怖攻擊事件以來國際恐怖份子揚言對以美國為首之西方國家及支持美國打擊恐怖主義之世界各國展開恐怖攻擊，我國亦不例外；及我國的民主開始起飛，社會充滿活力與生命力，政治、經濟等環境變化極為快速，社會日趨開放，人民自由民主意識高漲，尤其自民國八十五年第九任總統、副總統直接民選後，各項社會民生、政治議題衝擊社會，而為全國政治核心及政治菁英聚集之所在的中央機關，亦成為民眾陳情請願及抗爭等活動匯集之場所，也成為眾所矚目之焦點。由此吾人可明確瞭解，當前中央政府機關遭受驚擾、危害之可能性已是來自於國內、外各種難以事先預知之原因。政府機關安全維護任務執行之良窳，不僅攸關機關之安全亦包括政府首長之人身安全，對於政策之制定、推動與執行，乃至國家政局之穩定均有重大的影響，所以如何維護國家機關的安全，確保中央政府能正常運行，確實是當前極為重要之國家安全問題。因此筆者希望藉此研究探討擔任政府機關安全警衛人員之工作壓力、工作滿足與離職傾向之情形，並以實際從事執行中央政府機關安全維護警衛人員為研究對象，運用問卷調查之研究方法進行實證研究，本研究實證研究結果如下： 一、工作壓力不會因性別、年齡、教育程度、婚姻狀況的不同而有顯 著差異存在，僅「職務身分」、「服務年資」二項有顯著差異存在。 二、工作滿足會因性別、年齡、職務身分、教育程度、服務年資、婚姻狀況的不同而有顯著差異存在。 三、離職傾向會因年齡、教育程度、服務年資、婚姻狀況的不同而有顯著差異存在，僅「性別」、「職務身分」二項無顯著差異存在。 四、工作壓力與離職傾向有低度正相關存在，工作壓力越大，離職傾向越高。 五、工作滿足與離職傾向有中度負相關存在，工作滿足越高，離職傾向越低。 / According to the international situation in recent years, terrorists claim that they are going to attack the western countries which support the United States of America to counter terrorism since 9-11, even Taiwan can not be neutral in the war. Taiwan’s democracy just start to grow up, our society is full of energy and vitality, politics and economics change rapidly, the society is much more open day by day and people’s consciousness of free and democracy is much higher than before. Especially after the 9th president election on 1996, all the discussion of living and politics are rampant in our society. The central government organizations where are the nucleus of our politics and the converging place of political elites become the popular objects for people to present a petition and protest ,they also become the hot point of spotlights. So we can understand clearly that the possibilities of disturbing and harming our government are high because indigenous or for issues that we cannot predict in advance. Executing security mission of government, to protect government safety and senior officers safety has strong effect in making, setting, executing the national police and keeping the steady of country’s political situation. How to maintain the safety of government to ensure that government can work normally is extremely important. This study is to probe the work pressure, job satisfaction, and turnover intention of security guard of government. It uses security guard of government as study objects and use survey to do research. The conclusions of the study are as the follows : 1. Work pressure has no obvious difference due to sex, age, level of education, marriage. Only job title and years of experience in serving government have obvious difference. 2. Job satisfaction has obvious difference due to sex, age, job title, level of education, years of experience in serving government, and marriage. 3. Turnover intention has obvious difference due to age, level of education, years of experience in serving government, and marriage. Only due to sex and job title, it has no obvious difference. 4. There is low obvious positive correlation between work pressure and turnover intention. People with higher degree of work pressure have higher degree of turnover intention. 5.There is middle obvious negative correlation between job satisfaction and turnover intention. People with higher degree of job satisfaction have lower degree of turnover intention.

一個組織行政人員穩定性關係著組織效能的良窳，因此教師兼行政人員的穩定性以及離職情形對學校效能有著重大的影響，再加上工作壓力及工作滿意與離職與否息息相關，因此本研究旨在探究目前桃園縣國民中學教師兼行政人員行政職務平均任期以及教師兼行政人員工作壓力、工作滿意和離職傾向的關係。最後作出結論和建議供教育行政機關、學校行政主管、教師兼行政人員及未來相關研究之參考。 本研究調查表資料以桃園縣89學年度（含）以前成立之國民中學進行普查，共計發出46份調查表，回收40份，回收率為87％，有效的調查表計33份，可用率為83％。問卷調查也以上述46所桃園縣國民中學之教師兼行政人員為資料分析對象，從桃園縣13鄉鎮市抽出33所國民中學之全部教師兼行政人員，抽取樣本共有463人，問卷回收433份，回收率為94％，有效問卷計410份，可用率為95％。在資料分析上，問卷調查資料主要用描述統計、t考驗、單因子變異數分析、典型相關分析、皮爾遜積差相關分析、多元及逐步迴歸分析、因素分析等方法。 本研究獲致以下結論： 一、桃園縣國民中學學校規模越大，教師兼行政人員平均任期越長，教師 兼行政人員離職率越低。 二、桃園縣國民中學學校歷史短，主任及組長的平均任期較長；學校歷史 短，組長平均任期較長。學校歷史長，主任及組長的離職率較高；學 校歷史長，組長離職率較高。 三、桃園縣國民中學教師兼行政人員工作壓力感受屬於中等程度，以工作 負荷壓力最高；工作滿意感受屬於中等程度，以主管領導滿意最高； 離職傾向屬於中等程度。 四、桃園縣國民中學教師兼行政人員在整體工作壓力感受上，30歲以下顯 著大於41歲-50歲、任教5年以下顯著大於任教16-25年、未婚顯著大 於已婚、訓導（學務）處組長顯著大於教務（教導）處主任、行政年 資5年以下顯著大於行政年資6-15年、設校50年以上顯著大於設校10- 20年、20-30年、30-40年及40-50年、研究所碩士以上顯著小於師 大、師院或大學教育系畢業及一般大學院校畢業。 五、桃園縣國民中學教師兼行政人員在整體工作滿意感受上，51歲以上顯 著大於31歲-40歲、任教26年以上顯著大於任教5年以下及6-15年、學 校規模73班以上顯著大於13-36班、設校20-30年顯著高於設校10年以 下、30-40年、40-50年及50年以上。 六、桃園縣國民中學教師兼行政人員的離職傾向，30歲以下顯著大於41 歲-50歲及51歲以上、任教5年以下顯著大於任教16-25年及26年以 上、未婚顯著大於已婚、教務（教導）處組長及訓導（學務）處組長 顯著大於輔導室主任、行政年資5年以下顯著大於行政年資6-15年、 學校規模13-36班及37-72班顯著大於73班以上。 七、桃園縣國民中學教師兼行政人員整體工作壓力與離職傾向關係呈顯著 正相關。 八、桃園縣國民中學教師兼行政人員整體工作滿意與離職傾向關係呈顯著 負相關。 九、桃園縣國民中學教師兼行政人員整體工作滿意與整體工作壓力關係呈 負相關。 十、桃園縣國民中學教師兼行政人員工作壓力的角色衝突層面對離職傾向 最具預測力。 根據研究結論，本研究的建議如下： 一、辦理教師兼行政人員職前研習及輔導制度，適時給予鼓勵、獎勵及關 懷。 二、爭取經費改善學校環境設備。 三、同性質業務合併，減少不必要的公文。 四、適量地交辦工作，減少不必要的行政程序和規定。 五、鼓勵教師兼行政人員進修學位。 六、學習壓力調適，建立良好人際關係。 關鍵字：教師兼行政人員、工作壓力、工作滿意、離職傾向 / Administrative personnel have a critical impact to the overall success of the organization; therefore, the stability and turnover situation of those teachers who also perform administrative functions (referred as administrative teachers) is very important to the school itself. In addition, the work pressure and job satisfaction have close relationship to the turnover rate, so the goal of this dissertation is to study the correlations among those length of service, work pressure, job satisfaction and turnover frequency of these teachers. Also a set of conclusions and suggestions were proposed for future study reference for education administrations, school’s management board and those administrative teachers. The survey of this dissertation was distributed to those junior high schools established prior than YR2000; total of 46 copies were sent out and received 40 back (87% of return rate) with 33 sets of completions (83%).The survey population was based on those administrative teachers among those 46 schools; sampling size was 463 teachers with 433 returns (94%) and 410 effective results (95%).For the data analytical tools: descriptive statistics,T-test,one-way-ANOVA,canonical correlation,Pearson product-mo- ment correlation,multiple regression analysis,stepwise multiple regression analysis , factor analysis were utilized. The conclusions are as follows: I. The larger the size of Taoyuan junior high schools, the length of service (LOS) is longer for those administrative teachers, and the turnover rate is lower. II. With Taoyuan junior high schools’ history being not long, the LOS of Directors and Supervisors was longer. For older schools, the LOS of Supervisors is longer, but with higher turnover rate of Directors and Supervsiors. III. The pressure level of those administrative teachers is Medium and the work load pressure tends to be the highest. The job satisfaction is Medium, and the leadership satisfaction is the highest, while the turnover tendency tends to be Medium. IV. For the overall work pressure level of those administrative teachers: 30 yrs old > 41-50 yrs old; LOS under 5 yrs > 16-25 yrs; single > married; student affairs supervisor > academic affairs Director; administrative LOS under 5 yrs > 6-15 yrs; school history longer than 50 yrs > 10-20, 20-30, 30-40, 40-50 yrs; master degree and above < university (college) degree V. For overall job satisfaction (for administrative teachers): age of 51 and above > 31-40; LOS greater than 26 yrs > 5/under and 6-15 yrs; school size 73 classes and more > 13-36 classes; school’s history with 20 to 30 yrs > 10 yrs and below, 30-40 yrs, 40-50 yrs, and 50 yrs above. VI. For overall turnover tendency: 30 yrs and below > 41-50 yrs old and above; LOS under 5 yrs > 16-25 and 26 yrs and above; single > married; academic affairs supervisors and student affairs supervisor > counseling director; administrative LOS under 5 yrs > 6-15 yrs; school size with 13-36 classes and 37-72 classes > 73 classes. VII. Overall work pressure and turnover tendency have a positive correlation. VIII. Overall job satisfaction and turnover tendency have a negative correlation. IX. Overall job satisfaction and overall work pressure have a negative correlation. X. The job role conflict situation could be used as an indictor of future turnover tendency. Based on the conclusions of the study, the suggestions of this dissertation are as follows: I. Set up training and counseling system for administrative teachers; provide sufficient encouragement, rewards and care. II. Apply for more funds to improve the overall school environment and facilities. III. Combine similar businesses to reduce unnecessary paperwork. IV. Set up appropriate job-assigning process to reduce administrative procedures. V. Encourage continuous learning (ex. pursuing for higher degree) VI. Learn to adjust pressure and to build up good communication skills. KEY WORDS: administrative teachers, work pressure, job satisfaction, turnover tendency

本研究旨在探討基隆市區公所公務人員「個人與組織契合度」、「工作壓力」與「組織承諾」之關係。透過普查的方式針對基隆市各區公所正式公務人員進行問卷調查，共發出282份問卷，回收271份，扣除廢卷及填答不完整者10份，有效問卷為261份。並運用次數分配、t 檢定、單因子變異數分析、Pearson相關分析及迴歸分析等方法進行統計分析，而研究發現如下： 一、不同「性別」、「年齡」的區公所公務人員在個人與組織契合度及各構面上有顯著差異。 二、不同「性別」、「年齡」和「家庭居住地」的區公所公務人員在工作壓力及各構面上有顯著差異。 三、不同「年齡」、「服務年資」和「婚姻狀況」的區公所公務人員在組織承諾及各構面上有顯著差異。 四、個人與組織契合度與組織承諾之間呈現顯著正相關。 五、工作壓力與組織承諾之間呈現顯著負相關。 六、個人與組織契合度對組織承諾有顯著的正向影響。 七、工作壓力對組織承諾有顯著的負向影響。 最後根據研究發現，分別就「政策」、「組織」和「個人」三層面提出建議，提供其他機關參考，並盼望上級長官能正視區公所公務人員組織承諾之情形，研擬相關因應方式以增強員工對機關之認同與承諾，使員工樂於留任於機關，奉獻其心力。 / This research discusses the relationship between the “Person-Organization Fit”, “Job Stress”, and “Organizational Commitment” of civil servants of the district offices in Keelung City. We handed out surveys to all civil servants of the district offices in Keelung City. A total of 282 questionnaires were handed out, 271 were collected, 10 were invalid or partially answered, resulting in 261 effective surveys. We used frequency distribution, t tests, one-way ANOVA, Pearson correlation analysis, and regressive analysis to conduct statistic analysis. The following are the research findings: 1. Civil servants of different “gender” and “age” displayed major differences in Person-Organization Fit. 2. Civil servants of different “gender”, “age”, and “residential area” displayed major differences in Job Stress. 3. Civil servants of different “age”, “work years”, and “marital status” displayed major differences in Organizational Commitment. 4. Person-Organization Fit and Organizational Commitment displayed positive correlation. 5. Job Stress displayed negative effects toward Organizational Commitment. 6. Person-Organization Fit displayed positive effects toward Organizational Commitment. 7. Job Stress displayed major negative effects toward Organizational Commitment. Finally, we gave suggestions that were related to “policy”, “organization”, and “person” according to the research findings to other institutions for reference. We hoped that the superiors would begin taking notice of the Organizational Commitment of the civil servants, and come up with ways to enhance the employee’s recognition and honor toward their workplace, thus making them want to stay and continue working full heartedly.