第一章為緒論；以當代政府角色的蛻變導引研究動機與目的，除了敘明研究方法和研究過程中可能遭遇的限制，並對政府再造議題之相關文獻做一探討。 第二章為政府再造理論之建構；根據蒐集所得文獻資料，分別就組織變革、組織重組與組織精簡之理論進行文獻分析研究，從而建構一個有效和完整的分析架構，進而作為研究省府地位、組織與功能業務調整之依據。 第三章為政府再造與行政革新；首先探討各國之潮流與我國行政革新的經驗，並就行政院所擬定之「政府再造綱領」加以討論研究。其次由組織結構的特性，分析官僚體制做為行政組織的藍本實有其結構上與制步上的負功能，須透過政府再造與行政革新的過程才能符合民眾的需求及適應環境的變遷。 第四章為修憲後省政府的定位設計；從國家發展會議有關精省的共識，到第四次修憲後有關地方制度的重新設計以及相關的法案，分析省府地位、組織與功能的調整，以探討修憲後省政府的定位設計。 第五章為新省制對政府再造之影響；探討新省制的建構對省府層級的疊床架屋、員額膨脹、功能重疊與權責劃分不清等結構不良情形之調整，並就策進政府再造之可及性、可能性與可行性做一說明。 第六章為結論；針對全文做一回顧，討論相關研究成果及提出未來研究的發展和展望，並對未來的研究方向提出建議，做為全文的結語。 第一章 緒論 第一節 研究動機與目的 第二節 研究方法與限制 第三節 相關文獻探討 第二章 政府再造理論之建構 第一節 組織變革之必要性 第二節 組織重組之可行性 第三節 組織精簡之可能性 第三章 政府再造與行政革新 第一節 行政革新由政府再造開始 第二節 政府再造由行政組織策進 第三節 行政組織策由精簡政府層級起始 第四章 修憲後省政府的定位設計 第一節 修憲後省政府功能之調整 第二節 修憲後省政府組織之調整 第三節 修憲後省政府地位之調整 第五章 新省制對政府再造之影響 第一節 策進再造之可及性 第二節 策進再造之可能性 第三節 策進再造之可行性 第六章 結論 第一節 研究發現 第二節 研究發展 第三節 研究建議

Currently in our domestic airports, there are some issues worth of studying. The issues include: problems regarding firefighter human resource, dilemma that needs breakthrough and whether the reinventing government is suitable from the long-term perspective. This report tries to exam the issues: vacancy demand, background and related problems that may follows of yearly-increased 336 firefighters from 2004 to 2008.Based on the reinventing government, background of affair contracting out ,theory for frequently applied contracting out, this report is analyze and evaluate examinees of different backgrounds¡¦ perception difference on¡ufinancial expenditure¡v¡B¡upersonnel administration¡v¡B¡ulegal system¡vand ¡uprivate sector support¡vof the above-mentioned firefighter human resource¡¦s outsourcing. Furthermore, the report evaluates the current firefighter human resource¡¦s dilemma and obstacles of implementing outsourcing for policy reference. Main findings are¡G 1.After technician from other organizations have finished training, human resource aging problem of firefighter human resource replacing policy. 2.Employed human resource for vacancy is worth of adopting. 3.The current dilemmas are lake of legal support for implementing public servant¡¦s firefighter system, financial burden for adding firefighting technician and increasingly-worsen human resource aging problem. 4.Reasons for applying outsourcing is to decrease financial burden on personnel expenditure, provide legal basic and non-core affairs, and deregulate for private administration. 5.Obstacles of outsourcing are lack or immaturity of firefighting human resource in private sector, tough assignment for current personneland concerns of policy for personnel vacancy transfer. 6.Obstacles of contracting out are many.Currently, it is not appropriate to implement outsourcing for firefighter human resource. If the obstacles can be overcome contracting out can be expected in the long run. At last, this report provides suggestions on short-term breakthrough, middle-term plan and long-term endeavor.

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Since the ¡§Reinventing Government¡¨ trend started in 1980s, it soon became a sweeping fashion around the world. Looking into the objectives of these ¡§reinventing government¡¨ projects, they mainly expect to build an innovative, flexible and responsive government by introducing corporate management mechanism, so that governmental departments may provide efficient, flexible, innovative and governable services as private enterprises do, and hence the country¡¦s competitiveness can be greatly enhanced. Promoting the ¡§reinventing government¡¨ project is the goal of all countries around the world nowadays, and Taiwan and China are no exception. Content of the ¡§reinventing government¡¨ project mainly includes: organizational restructuring, manpower and service restructuring and legal restructuring. No matter in what direction the government reform takes place, formulation and execution of the government policies have to be carried out by civil servants. Therefore, a good official training system is critical for the achievement of the government reform, and also the focus of this study. In Taiwan area, different reforming emphases are set down in response to the government¡¦s reform, and for meeting the needs of different periods. Major reforms have also been presented in the manpower restructuring of civil servants. The training concept and goal of ¡§lifelong leaning¡¨ has been introduced recently, representing a lively and spirited effort in upgrading both quality and quantity of the civil service manpower. In China, since the adoption of the open-door policy in the 3rd Plenary Session of the 11th Communist Party Congress in 1978, the country has progressed towards a modern performance-based personnel administration system, and importance has been attached to the training of civil servants. Moreover, the country¡¦s accession to the WTO will definitely constitute another major impact on the training of civil servants in China. This thesis starts from the common base on the two governments¡¦ reform, to deduce the future ¡§civil service manpower development¡¨ from their respective ¡§governmental organization¡¨ trend and ¡§governmental operation¡¨ trend. In addition, the actual civil official training situation of the both sides of Taiwan strait is analyzed for discussing the sticking points of their respective civil official training systems and recommending the necessary amendment in the future. It is expected to provide a reference for subsequent researchers and for legislation or amendment of the official training system of the two governments

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In order to maintain strong national competitiveness, the government needs to establish a management model composed of incorruptibility, efficiency, foresight, vitality, flexibility, and emergency capabilities. Having an appropriate management model is the expectation of all democratic states. After publishing the book of ¡§Reinventing Government ¡¨ the ¡§Reinventing Government¡¨ has become a trend. Many countries are making a great effort to reform and enhance the efficiency of government¡¦s function due to people¡¦s requests. An efficient government is a major indicator for national competitiveness, and the function of the government is a typically manpower intensive activity, consequently human resource management of civil servants is the key to an efficient government. Since the 1980s, countries such as those in Europe and the U.S.A have been trying to adopt strategic human resource management practices for improving the quality of civil servants, government efficiency as well as develop national competitiveness while facing the challenge of globalization and the demand of high-quality service. The main direction of government reformation is to strengthen the ¡§Human Resource Management¡¨ that features in empowerment, flexibility and market competitive mechanism, which is different to the traditional ¡§Personnel Management.¡¨ Purposes of the study: 1. To study the status and problem may have caused upon applying human resources. 2. According to the research framework, sampling surveys will be taken, so as to verify the assumption provided in the research. 3. To study the variation of recognition and interaction of civil servants in the research framework and analyze the influence to the achievements in an organization. All sampling surveys were administered to the first till the tenth of the River Basin Management Bureau and three Water Resource Bureaus located in the north, center, and south of Taiwan. Approximately 290 surveys were given on April 16, 2002 and 207 surveys were received on May 10, 2002. Two surveys were invalidated after a one-month survey period and the collection rate of valid surveys was 71.38%. Conclusion: 1. After reforming the organization, the achievements of an organization can be obviously higher, if the recognition of civil servants has higher positive effect and the organization values its staff more than before. Due to the unique biological organization, however the negative effect is still there, yet the achievements of an organization are enhanced and the civil servants still feel it strongly. 2. Proper manpower reduction can improve efficiency for certain organizations with redundant personnel, but it cannot be applied to a temporary manpower reduction. 3. In the present stage, the measure of flexible human resource management can enlarge the efficiency in an organization. On the other hand, the flexibility of subcontract, function, payroll, and operation cannot be seen because of the inflexibility in government system. 4. The measure of flexible human resource management is the strength to apply manpower reduction. However, subcontract merely affects the implementation of manpower reduction.

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