published_or_final_version / abstract / Linguistics / Master / Master of Arts in Applied Linguistics

published_or_final_version / abstract / Linguistics / Master / Master of Arts in Applied Linguistics

published_or_final_version / abstract / Linguistics / Master / Master of Arts in Applied Linguistics

published_or_final_version / abstract / Linguistics / Master / Master of Arts in Applied Linguistics

published_or_final_version / abstract / Linguistics / Master / Master of Arts in Applied Linguistics

published_or_final_version / abstract / Linguistics / Master / Master of Arts in Applied Linguistics

published_or_final_version / Education / Master / Master of Education

published_or_final_version / Education / Doctoral / Doctor of Philosophy

本研究以台北市為範圍，旨在探討國民中學校長領導型式和學校行校人員工作滿意的 情形，並分析學校行政人員個人因素與其工作滿意度的關係及求證校長領導型式與學 校行政人員工作滿意的相關情形，以期就「增加領導效能」與「提高學校行政人員工 作滿意度」兩方面提出建議，以供有關方面參考。 本研究從文獻探討著手，瞭解校長領導型式的理論基礎、測量、及其相關研究與發現 ，及影響學校行人員工作滿足之個人因素；然後從事實際調查。 研究對象是以台北市國民中學之學校行政人貝為範圍，依據班級數大小分為三級，每 級抽取大校，共計三十所，發出問卷９２２份，計得有效問卷６４６份，合計回收率 是７０•０６％。經將所得資料依編號、登錄處理後，利用Ｔ考驗與單因子變異數分 析法進行ＳＰＳＳx 套裝程式的統計分析，以求歸納結論，提出建議。 本研究共計五章。第一章緒論，旨在闡述研究動機與目的，提出研究問題與假設，確 定範圍與步驟等。第二章為文獻探討，分別就工作滿足、領導型式、與個人因素等三 方面詳加探討，作為本研究理論依據。第三章為研究設計與實施，分別就研究樣本的 選取、使用工具和資料處理方式提出說明。第四章結果與討論。第五章結論與建議， 乃就研究結果發現，提出結論與建議，俾供參考。 研究結果發現：（１）學校行政人貝工作滿意確因校長領導型式之不同而有所差異； （２）學校行政人員工作滿足確因其個人因素不同而有所差異。 據此本研究建議：１•為提高學校行政人員之工作滿意度，應從工作環境、薪資調整 、升遷管道、工成本身在職進修等方面加以改善，２•校長身為一校之長，應定時施 以新觀念，使校長能以「高關懷、高領導」的領導型式來治理學校，使領導不只要達 到組織目標，更要兼顧到個人需求。

本研究首先經由文獻探討瞭解學校行政組織結構的意涵、學校組織再造的相關概念及臺北縣國民中學行政組織的現況，復以臺北縣國民中學校長、現任行政人員及曾兼行政現為教師的候用校長爲研究對象，並以自編之「臺北縣國民中學行政組織再造調查問卷」進行問卷調查，以瞭解其對臺北縣國民中學組織再造之各種策略實施的意見，最後再訪問九十二學年度臺北縣四所試辦國中的校長或承辦主任，以明瞭其試辦動機、執行過程及遭遇之困境等。期能透過問卷調查及訪談方式蒐集相關資料，以提供有價值的資訊，作為主管教育行政機關對於國民中小學進行組織再造之法令修訂與制度規劃，或學者進行相關研究之參考。 本研究根據文獻探討、問卷調查與訪談結果，歸納以下結論： 壹、 對學校行政組織各處組及基本職掌之調整意見 一 建議於教務處增設「研究發展組」或「課研組」等。 二 認同訓導處之設置，但建議更名為「學生事務處」。 三 認同「維持」總務處之設處分組。 四 除有建議將輔導處更名為「諮商中心」、「學生諮商中心」、「輔導事務處」外，亦有建議將其廢除，而將所屬各組業務分別依業務性質轉移至相關處室或併入相關組。 貳、 五成以上的受試者認同設備組長、資訊組長、註冊組長可由「專任學校行政人員擔任」。 參、 七成以上受試者認同「各校在總員額不變的前提下，彈性調整專任、兼任、委外與聘僱人力」。 肆、 五成以上的受試者認同學校在實施組織再造時，可以「檢視工作項目、精簡行政流程」、「依據學校需求，調整行政組織」、「爭取社會資源，改善辦學環境」、「依照教學需要，聘用支援人員」、「善用資訊網路，建構網路平台」之策略為之。 伍、 大多數受試者認同「與教學無關的行政工作，採勞務外包處理」。 陸、 約七成六的受試者不認同主計、人事合署辦公。 柒、 約八成受試者認同遴聘兼任教師；約六成九的受試者不認同遴聘巡迴教師；約五成二的受試者不認同數校共聘教師。 最後，根據上述研究結論，提出具體建議，以供教育行政機關、學校行政及未來研究之參考。 / First all, this research adopts literature review to probe into the condition of school administrative structure, relevant concepts of school organizational reconstruction, and the current situation of administration of Taipei County junior high schools. Then research objects are school principal, incumbent administrators and people who were ever being concurrently administrative teachers before, and use author’s compilation, “Taipei County Administrative Organization Reconstruction Questionnaire” for survey to figure out relevant opinions of Taipei County junior high school organization reconstruction. Finally, visiting headmasters or directors of four testing Taipei County junior high schools in the academic year 2003 can try to understand the motivation of trial, the process of execution, and difficulties they have experienced etc. It expects that questionnaire and interview method of collecting the related data can provide valuable information to chief education administrative organization as a reference for revising regulation and system planning of junior high school organizational reconstruction, or scholar’s relevant research. According to literature review, questionnaire, the result of interview, conclusion are summarized as the followings: 1. Adjustment opinion for each location and section of school administrative organization and basic duty a. Suggest Dean's Office to add “Research Development Team” or “Course Research Team” etc. b. Recognize Education Guidance Section set up, but suggest changing name as “Student Affair Section”. c. Recognize to “keep” disciplinary section of general administration section. d. Besides suggestion of changing name as “Consultation Center”, “Student Consultation Center”, and “Guidance Affair Section”, it also suggests that abolishes it and transfers to the related section which bases on business character or merge into the related section. 2. There is more than 50% of interviewers cognize facility section director, information section director, registration office director that can replace by full-time school administrative personnel. 3. There is more than 70% of interviewers who think that “under the unchanged of total prescribed number in each school, it can be flexible to adjust as full time, part time, subcontracting, and hiring human resource”. 4. There is more than 50% of interviewers who recognize can “Evaluate task item, simplified administrative process”, “Adjust administrative organization according to school requirement”, “Get social resource and improve school establishment environment”, “Hire assistants according to teaching requirement”, “Cherish information network and set up network platform” etc policies when executing organizational reconstruction. 5. The majority interviewers recognize “Administrative task which is not related to teaching and apply labor service a process of contract”. 6. The majority interviewers don’t recognize that auditing department and human resource department shall be together in an office. 7. There is more than 80% of interviewers recognize to select or hire part-time teachers; around 69% of interviewers don’t think to select circulating teachers; and around 52% of interviewers don’t think to hire teachers together in several schools. In short, according to the above research result, it proposes concrete suggestions to provide education administrative organization, school administration, and the future research as a reference.