在英國國營事業民營化成功經驗的推波助瀾下，民營化浪潮，襲捲全球，成為主流性思潮，世界各國紛紛群起效尤，銜都獲致不錯的成效。我國政府有鑑於所屬公營事業機構，大多面臨經營困境，故也加入積極推動行列，截至目前為止，已有37家公營事業機構，完成民營化，其餘各家，仍持續進行中。而有關民營化過程中，對所屬員工之生涯發展或適應情況等問題，較為不足，更少以「已完成民營化之公營事業員工」為研究對象，因此公營事業員工在民營化前後，他們的因應方式、生涯發展需求與社會生活適應等一連串的變動情況，值得深究。 本研究旨在瞭解員工真正的想法與關注事項。有鑑於臺北市公共汽車管理處於93年1月1日移轉至大都會汽車客運股份有限公司，創下公營逕轉民營無抗爭之首例，迄今業歷經了五年多的寒暑，故以公車處調任其他公務機關與轉任大都會汽車客運股份有限公司之員工為研究對象，採用深入訪談之方式，藉以瞭解公車處員工面臨民營化衝擊迄今，對民營化的認知、因應、感受及對生涯發展的影響與社會生活適應等情況，茲有以下發現： 一、 民營政策，最佳策略：公車處之所以會走向民營化之路，主要原因在於績效不彰、人事包袱沉重、巨額虧損等，移轉民營公司後，獲致諸多成效。 二、工會斡旋，著有成效：因產業工會之幹部，扮演舉足輕重的角色，使得公車處民營化過程順利，創下未有抗爭之首例。 三、員工安置，顯有不足：公車處民營化過程，未能就各類不同身份員工：純勞工身份者、具公務員資格者及負有推動民營化業務之各級主管等，做妥適之安置。 四、切身權益，關心焦點：公車處民營化，涉及員工任職機關、身份及權利義務等之重大變革，員工所最為關心的事項，都是與切身相關的事務。 五、轉任公職，首要考量：民營化後，大部份員工考量公務機關各方面條件均優於民營公司，銜將轉任其他公務機關，列為首要選項。 六、條件惡化，美夢破碎：民營化後，機關性質已從公務機關變為民營公司，原有公務員之福利不再，生活與心理的壓力卻與日俱增。 七、為求生存，眾能適應：員工於民營化衝擊的初始，雖顯得不知所措，一旦轉任新公司後，立即改變想法，展現出旺盛的企圖心，調適得宜。　 本研究根據研究發現，作成下列若干建議，予政府相關單位及公營事業員工參考： 一、民營政策，廣為宣導：政府對民營化政策之宣導，實有不足，就是面臨民營化的員工亦是一知半解；故建請政府應多利用政策行銷工具，廣為宣導。 二、轉業訓練，應多辦理：公車處民營化期間，政府僅針對極少數的人員，做一些零星的訓練，應多舉辦各類訓練課程。 三、教育補助，予以維持：員工最害怕的是權益遭受損失，其中對不能請領教育補助費，最為在意，故建議政府，尤其是子女教育補助費的請領，應予維持。 四、增加職缺，以供安置：政府對員工的安置，顯有不足，故建議政府，除指定更多配合控缺之機關外，並宜規範各機關所控留之職務，應在各類別及官職等間，達一定比例，使民營化員工，得以調任與原職務相當之職缺。 五、萬事俱備，方可上路：公車處民營化之實施時程，員工大多應變不及，故建議政府，在施行民營化之前，應讓員工預作準備；政府本身，亦應備妥相關配套措施。 六、面對變故，處之態然：根據本研究發現，員工面臨民營化之重大變革，大多不能接受，故建議公營事業員工，想辦法跳脫負面的情緒，轉個念頭，把握當下。 七、多一技能，有備無患：根據本研究發現，員工面臨民營化，驚惶失措的主要原因是怕本身所具備技能，已無法應付社會所需，會失去工作；故建議公營事業員工應多學習技能或專長。 / Under the influence of the experiences of successful privatization of Public Corporations in Britain, the waves of privatization have swept the world, and it has become a mainstream policy-making philosophy. While other countries followed suit, the results were mostly promising. Due to that most local Public Corporations were having operational difficulties and serious debt problems in spite of every possible means being taken, our government has joined in the line of privatization. Up to present, 37 Public Corporations have been privatized, while many others are under process. During these processes of privatization, the understandings toward the related Employee’s Career Development and Social Adaptation were relatively insufficient, let alone researches aiming at the employees of these privatized public corporations as research objective. Therefore the changes in the reactions, career developments and social adaptations of these employees before and after the privatization process were in need of further understanding. 　　The purpose of this research will be the thoughts and concerns of the related employees. Due to the fact that it’s been 5 years since Taipei City Bus Office reorganized to Metropolitan Transport Corporation, through which no protest ever occurred, this research will try to gain more understanding of the perceptions, reactions, emotions, influences on career development and social adaptation of the related Taipei City Bus Office employees, through methods of visiting and interviewing. The findings are as followed: 1. Privatization is the best strategy: The reason why the Taipei City Bus Office underwent privatization is because lack of efficiency, over-staffing, and huge amount of debts problems. Reorganizing it to Metropolitan Transport Corporation had resulted in many positive results. 2. The Union’s mediation achieved great results: The staff of the Union had played an important role on smoothing out the privatization process as there was no protest during the privatization process. 3. Appropriate settlements for the employees were obviously insufficient: During the privatization process of the Taipei City Bus Office, appropriate settlements for the employees according to the individual needs of different types of employees were obviously insufficient, for example, labor workers, employees protected by the law, and managers in charge of the privatization have different types of job settlements needs. 4. Personal welfare was the main concern: The privatization process of the Taipei City Bus Office involved major changes of job arrangements, personal rights and interests of the related employees; and the personal welfare was the main concern of the employees. 5. Transferring to other Public Corporations was the first consideration: After the privatization process, because the benefits of working for the Public Corporations were superior than the private companies, transferring to other Public Corporations was the first consideration of most employees. 6. As the situations worsened, disappointments ensued: After the privatization process, public corporation reorganized to private company. The original welfare while as the public corporation employees no longer exist, the burden of livelihood and psychological pressure of the remaining employees grew. 7. Most employees adapted well: The related employees were inactive right after the privatization, but once settled in the new organization, positive attitudes were taken, and they adapted well. 　　 Base on the findings of this research, the suggestions for the related government organizations and public corporation employees are as followed: 1. Better understandings of the privatization policies should be created: The propagations of the privatization policies by the government were insufficient, the related employees were unknowledgeable of the related policies; the government should create better understandings through policy propagation methods. 2. More training for the transferred new job should be provided: During the privatization process of the Taipei City Bus Office, only a few of the employees received limited training. More training courses should be provided. 3. The welfare of education subsidy should remain: What the employees feared most is that their rights and interests being deprived, and the one causing most concern is that the education subsidy for their children being taken away. Therefore the welfare of education subsidy should remain. 4. More job openings should be created for settling the employees: Appropriate settlements for the employees were obviously insufficient, the government should coordinate more job openings from other public organizations, and the ratio of different level of job openings should be coordinated accordingly, so that the employees of the privatized corporation could transfer to the same level of job as the original one. 5. Actions should not start before everything’s prepared: Most employees were not ready for the Taipei City Bus Office privatization process. The government should make the related employees well prepared before the privatization process, and all related measures should be ready. 6. Keeping positive attitudes while facing the incident: This research shows that most employees did not accept the privatization process well. The public organization employees should get rid of the negative emotions, keep positive attitudes, and seize the available opportunities. 7. One more job related skill can be helpful: This research shows that the main reason of panicking by the employees is because they are afraid of not being skillful enough to handle the demand of the society, and that they may lose their job. The public corporation employees should learn more job related skills or expertise.

政治與經濟為支配人類生活的主要勢力，而政治與經濟的交互影響可塑造社會生活方式，但社會系絡實為決定政府與企業運作之主要因素。當企業的經濟活動與公眾期望產生差距時，民眾常希望透過政府進行干預，政府干預市場的主要途徑即為管制性政策，管制會使企業增加利益或成本，故企業常會介入公共政策形成、制定及執行的過程，以促進偏好政策的產生而扼阻不利管制措施的發生。本文企圖探討在社會系絡因素下，美國管制性政策與企業的互動影響情況，藉以建立一個嘗試探索政經關係的雛型架構。全文梗概編排如下： 第一章說明研究動機與目的；研究範圍、方法及限制；再從文獻探討中形成研究定向與焦點；並提出研究觀點將研究重心組織成本文研究加構。 第二章敘述管制的社會系絡，以市場失靈、社會價值與意識型態、社會價值的選擇與分配為中心概念，分述管制的經濟面、文化面、政治面理由。 第三章為反拉斯管制，以限制企業的市場權力為核心概念，從市場結構與行為方面分述獨占、合併、勾結、差別訂價、排他性業務等政策領域問題。 第四章為環境政策，以使企業降低或內化其外部性為主要概念，從價格與數量工具探討水污染、空氣污染、有害廢棄物等政策領域問題。 第五章為企業的回應，以企業的政治策略為核心概念，敘述企業的溝通、參與、順服等策略，此些策略乃經由華府辦事處、政治行動委員會、公共責任委員會等制度而運作。 第六章敘述解除管制與管制的改革，並提出研究發現與建議，旨在從歷史觀點說明管制性政策之演進與展望。