企業界相信所謂「好的倫理為經營之道」（Good Ethics is Good Business），因而認同「倫理管理」的重要性；對公部門而言，倫理一直是公共行政的核心價值，而且公務人員扮演著執行公共政策與落實公共利益的角色，因此，有關公部門「倫理管理」的議題也就顯得格外地重要。本文由行政倫理的概念出發，探討公部門組織結構中的倫理管理，並且參考Sheldon S. Steinberg及David T. Austern（1990）的論點，認為除了以法規來獲致與規範公務人員的倫理行為之外，在管理機制上還有四個重要的基本要素：「訓練」（Training）、「管理稽核」（Audit of Management）、「調查」（Investigation）以及「管理控制」（Management Control）。據此，本文以這四個要素檢視臺北市政府的倫理管理機制及運作情形，透過對臺北市政府政風處、人事處、主計處以及公務人員訓練中心等相關單位的深度訪談，分析其倫理管理的缺失，並提出建議與改進之道。

基於臺北捷運工程初期由外籍總顧問主導與協助，至逐漸擺脫而獨立運作，2001年開始可以提供其他捷運工程及其他工程單位技術諮詢及顧問服務，與其在2000年引入知識管理概念後，一連串採用的策略與作業方案，應為主要且關鍵之因素。 本研究報告即以臺北市政府捷運工程局技術移轉的作法為對象，探討其再導入知識管理後獲得之效益與具體成果如何。 結論：運用知識管理，進行技術移轉的績效與成果是被肯定的• / Following the coming of knowledge economics age, the economics that bases on knowledge will change the operation type of enterprise. It causes the trend of exploring and studying the knowledge management. This field includes some complicated operations of knowledge management, such as knowledge obtaining, studying, executing, sharing, innovating and extending etc. At the beginning, the Department of Rapid Transit Systems, TCG. (DORTS) proceeded the construction of MRT systems under the direction of general consultancy. Everything had to rely on the assistance from consultants. Gradually, DORTS could handle the technique independently. Until 2001, DORTS could even provide the services and assistance of consultation to other relevant organization. According to my research, executing practical application and arranging a series of relevant training classes after adopting concepts of knowledge management at 2000 should be the successful elements. For the reason, I chose the constructive technique transference of DORTS to be my research object, explore the achievement of adopting concepts of knowledge management. Through the interactive discussion and proof of theory and practice, the conclusion proves that executing the policy of technique transference with concepts of knowledge management is absolutely effective.

以人為本，是人力資源管理的核心概念，也是政府部門導入員工協助方案並積極推動的核心理念，主要目的是期望藉由員工協助方案的推動，提升個人及組織的績效。 　　本研究旨在探討臺北市政府推動員工協助方案，機關內部顧客，包含人事人員及一般業務單位同仁，對於員工協助方案各構面之滿意度及成效。研究方法除了檢閱員工協助方案相關文獻及理論外，並以問卷調查法及深度訪談方式，獲得實際資料進行分析，產生研究結果以回應本研究問題，再輔以重要性－表現分析法（Importance-Performance Analysis, IPA）對推動員工協助方案的重要度及滿意度分析，以獲得該方案未來推動方向之政策性建議。 　　本研究以問卷調查及深度訪談方式進行評估，問卷調查部分，共計發出400份問卷，回收有效問卷為365份，有效樣本回收率為91.25%，所得資料以SPSS統計分析，研究結果如下： 一、影響員工協助方案推動的因素： 透過深度訪談結果，歸納影響臺北市政府員工協助方案推動主要因素分別有：「機關首長或單位主管的支持度」、「保密倫理制度的建立」、「組織文化的差異」、「性別影響」、「員工協助方案的設置模式」、「人事人員具備轉介能力及人本關懷的人格特質」、「辦理相關主題訓練課程」及「行銷與宣導」等8項影響因素。 二、不同人口變項與認知程度之研究對象對於員工協助方案「滿意度」及「服務成效」分析： （一）對員工協助方案的「接觸程度」與「滿意度」有相關、但與「服務成效」無相關； （二）對員工協助方案的「瞭解程度」與「滿意度、服務成效」均無相關； （三）對員工協助方案的「需求程度」與「服務成效」均有正面影響； （四）對員工協助方案的「重要性認知」及「需求程度」，與員工協助方案的「個人、組織及整體成效」有正面影響，其中員工協助方案「重要性認知」與「整體滿意度及服務成效」亦有正面影響。 三、員工協助方案的「重要性」與「滿意度」之關聯性 本研究透過重要性－表現分析法，分析目前推動員工協助方案「急待改善區」及「次要改善區」推動項目，並根據現行推動的困難及應加強改善部分，提出建議改善面向。 　　最後，透過本研究結果提出相關政策改善建議，希望能提供臺北市政府未來推動員工協助方案訂定服務策略或辦理內容之參考，並參考本研究評估項目及模式進行評估，藉以提高員工協助方案可發揮成效，並期對提升公務機關整體工作績效產生助益。

本研究旨在瞭解臺北市政府都市發展局(以下簡稱都發局)員工工作生活品質與工作績效關聯之現況，探討個人屬性在工作生活品質與工作績效之差異性，及工作生活品質與工作績效間相關性，研究並提供為主管機關改善都發局員工工作生活品質及工作績效參考，提升組織效能。 本研究係採問卷調查法，問卷經預試修正後，以臺北市政府都市發展局為研究母群體，採抽樣調查方式施測，共202份有效問卷。研究問卷內容包括工作生活品質量表、工作績效表及個人基本資料。問卷資料蒐集運用電腦統計套裝軟體SPSS 進行統計與分析，以敘述性統計分析、獨立樣本T檢定、單因子變異數分析、相關分析及多元迴歸分析等推論性統計方法來進行資料處理，本研究經實證研究分析，歸納結果如下： 一、都發局員工對工作生活品質知覺平均有70.79%表示滿意。各因素平均數比率，以「工作層面」最高(73.44%)，其次為「組織層面」(70.24%)，以「個人層面」最低(66.20%)。 二、都發局員工對工作績效程度平均有75.95%表示認同。各因素平均數比率，以「脈絡性績效」最高(79.83%)，其次為「適應性績效」(74.70%)，以「任務性績效」最低(72.30%)。 三、不同個人背景屬性之都發局員工對工作生活品質知覺之差異情形，其中教育程度具有顯著差異存在。 四、不同個人背景屬性都發局員工對工作績效程度之差異情形，其中職務、婚姻狀況、年齡及本機關服務年資等四項具有顯著差異存在。 五、工作生活品質及其因素與工作績效間均具正相關性。 六、工作生活品質構面中「個人層面」及「工作層面」構面等因素對「任務性績效」具有16.3%預測力；另「個人層面」因素對「脈絡性績效」具有19.2%預測力；「個人層面」因素對整體「工作績效」具有19.8%預測力。 根據實證研究及統計分析結果，提出建議如下: 一、對機關行政管理上之建議:增加員工的工作成就感；適度調整福利待遇，以提升員工士氣；建立公平的升遷、考核制度；激發同仁的團隊合作；建立職務輪調機制；定期舉辦員工與局長有約，以瞭解基層心聲。 二、對人事單位之建議：改善機關的獎勵作業方式；增加多元化的訓練課程；加強員工尊榮感；協助員工轉介協談，紓解工作壓力。 三、對員工個人之建議：強化個人對工作的正向思考；加強學習新知的動力；勇於面對環境的變動與未來的挑戰。 關鍵詞：工作生活品質、工作績效、臺北市政府都市發展局 / The purpose of this research is to understand the situation of quality of working life and job performance of civil service personnel of urban development bureau of taipei city government. It discusses the differences of personal property between quality of working life and job performance and the relationship between quality of working life and job performance. It also provides advices for controlling organization to improve the quality of working life and job performance of civil service personnel to increase organization efficiency. Questionnaire survey method is employed in this research while it makes use of urban development bureau of taipei city government and its affiliated civil service personnel as its subjects of research. There are 202 copies of questionnaire are valid. The content of questionnaire includes the scale for quality of working life, scale for job performance of employee and personal information.It uses statistic software SPSS to analyze these data.Descriptive statistics analysis, t-Test, One way ANOVA, Pearson product-moment correlation and multiple-regression analysis are used to process these information. The results are as follows: 1. An average of 70.79% of urban development bureau of taipei city government and its affiliated civil service personnel present their degree of satisfaction about quality of working life.The degree of satisfaction with “work stratification plane” is the highest among all factors (73.44%), and others in order are: “organization stratification plane (70.24%),” and “individual stratification plane (66.20%).” 2. An average of 75.95% of urban development bureau of taipei city government and its affiliated civil service personnel has shown their agreement on job performance.The degree of satisfaction with “contextual performance” is the highest among all factors (79. 83%), and others in order are: “adaptive performance (74.70%),”and “task performance (72.30%)”. 3. Different backgrounds of the public official of urban development bureau have shown different degree of perceptions about quality of working life. Among all the factors, educational background have the most obvious difference. 4. Different backgrounds of the public official of urban development bureau have shown different degree of perceptions about job performance. Among all the factors, position,marital status ,age and the age service seniority have the most obvious difference. 5. Between the quality of working life and the job performance, their factors are all positive related. 6. In the aspect of the quality of working life, it is found that employees have a 16.3% of predicting power to “task performance” regarding the factors of “individual stratification plane ” and “work stratification plane”; There is a 19.2% of predicting power to“contextual performance” regarding the factors of “individual stratification plane”; There is a 19.8% of predicting power to job performance regarding the factors of “individual stratification plane”. According to the research and statistic analysis, suggestions are presented as follows: 1. The recommendation of administrative management: Increasing employee job satisfaction; Appropriately adjust the benefits to boost staff morale;Establishing a fair promotion and performance appraisal system;Inspired team of colleagues;Establishment of job rotation mechanism;. 2. The recommendation of the personnel unit: Practices to improve the agency's award; Increasing a variety of training courses ; Increasing in staff a sense of honor; On the referral agreement to help staff to relieve work pressure;Regular discussions with employees to understand the aspirations of the grassroots. 3. The recommendation of personal:Strengthening the positive thinking individuals to work ;Enhancing motivation to learn new knowledge;The face of environmental changes and future challenges. Keywords: quality of working life, job performance, urban development bureau of taipei city government

有關政府採購研究，現行大部分關注在法律層面、制度層面。本研究擬從政策變遷與宏觀角度切入，就發包中心設置過程因果關係，發現決策者信念、政策中間人、聯盟運作等對政策影響。本文擬透過Sabatier & Jenkins-Smith 所建構政策倡議聯盟架構（Policy Advocacy Coalition Framework，[PACF ]），從不同面相研究觀察，以宏觀之政策面，研究分析市府發包中心重新設置之動態過程。 本研究採文獻分析法、深入訪談及焦點團體訪談法，分析探討1995至2015年臺北市政府聯合採購發包中心設置之政策變遷過程。藉由分析架構內外在系統的影響因素，探討執政輪替與決策者的信念是否為影響政策變遷主要因素。經研究發現：第一，市府倡議聯盟間（發包中心與洽辦單位、集中採購與分散採購）透過政策導向的學習，跨越聯盟達成共識。第二，避免陳水扁時代採購案件延宕，改以折衷版集中採購。第三，柯文哲市長主張集中採購，設置發包中心政策是其競選政策白皮書。第四，市府發包中心設置政策變遷主因，決策者信念與執政輪替。 / With regard to government procurement research, most of them focus on the legal and institutional aspects. This study intends to proceed from the perspective of policy changes and macroeconomics. It will investigate the cause-and-effect relationship of the setup process of the contract issuing center, and discover the impact of decision makers' beliefs, policy middlemen, and alliance operations on the policy. Using the policy advocacy coalition framework (PACF) constructed by Sabatier & Jenkins-Smith , we observe and analyze the dynamic process of the resetting of the city's outsourcing centers. This study used document analysis, in-depth interviews, and focus group interviews to analyze and explore the process of policy changes at the Joint Purchasing and Contracting Center of the Taipei City Government from 1995 to 2015. By analyzing the influencing factors of the internal and external systems of the architecture, it is discussed whether the alternation of governance rotation and decision makers' beliefs are the main factors affecting policy changes. The study found that: First, the city’s initiative among the alliances (contracting centers and contact agencies, centralized procurement and decentralized procurement) through policy-oriented learning, reached consensus across the alliance. Second, to avoid delays in Chen Shui-bian’s era of procurement cases , it used eclectic centralized procurement. Thirdly, Mayor Ko Wen-je advocated centralized procurement and set up a contract center policy as a white paper on his election policy. Fourth, the main reasons for the policy changes in the city's outsourcing centers are decision makers' beliefs and governance rotation.