Abstract This study seeks to identify the recognition of self-orientation and self-merit. While many papers in this area have been published by a number of scholars, the impact of the same factors on the military officers remains relatively unclear because of their specialized field, unique characteristics, and self-contained. We believe that this research issue raises a number of important questions regarding the sociology and psychology and a systematic empirical examination will go a long way in filling the theoretical and empirical gap that remains in this field. Furthermore, we hope this study can make a giant help to the future work and organizational reformation. Qualitative researching method was used in this study. Based on the cognitive psychology, I seek to determine the military officers¡¦ personal valuations under a chaos, disorder, and indistinct society from four aspects ¡V turbulence, recognition, learning, and surpass, and how can they survive under a bureaucratic system which leads to autoanalysis oscillation. This study seeks to certify practical experience is a necessary course of life from I myself¡¦s past experiences. I introspected military officers¡¦ personal valuation and identified their professional position in a state of chaos. A new view of life, therefore, was re-established from a chaotic external environment. By using scientific analysis, I test and verify personal conducts to understand the patent of human behaviour, and the physical reaction when people was attacked by the outside world. The approach we advocated not only provided a general picture including sociology, psychology, cognitive science, situated cognition, cognitive psychology, comparative psychology, and social psychology, but also endowed a strong conceptual and empirical base for future work. Key word: Identify the recognition, values, professional officer.

Denna explorativa studie genomfördes med en flerfaldig forskningsstrategi. Empirin bygger på intervjuer och enkäter med totalt 238 officerare varav 228 var yrkesverksamma vid studiens genomförande. Undersökningsfrågorna avhandlade drivkrafter som fick yrkesofficeren att vara kvar i yrket. Resultatet av undersökningen gav att de avgörande drivkrafterna för officersyrket bestod av ett flertal faktorer vilka inordnade under Maslows behovsteori visade sig fylla alla steg i behovshierarkin. Vissa av de avgörande faktorerna uppvisade dock skillnader i viktningsgrad främst beroende av variabler som ålder och vapengrenstillhörighet, men även av variabler som motivationsnivå, utlandserfarenhet samt tidigare civil erfarenhet. Försvarsmakten utgör således en arena för en stor del av officerens totala behovstillfredsställelse. Denna arena upplevs dock för närvarande uppvisa en del brister, främst strukturella, vilket leder till en tydligt minskad motivationsnivå hos en stor del av populationen. / This study was conducted using a multiple research method with an exploratory approach. The empirical material was based on interviews and surveys with a total of 238 professional officers. 228 officers were employed by the Swedish Armed Forces at the time of the study. The survey questions dealt with the prime movers that motivated professional officers to remain in their profession. The result of the study showed the key prime movers for the officer profession consisted of a number of factors, which grouped in Maslow's theory of needs, turned out to complete all the steps in the needs hierarchy. Some of the major motivation factors however, showed differences in their weighting rate considering different variables such as age and weapons branch affiliation, but also variables such as motivation level, international experience and previous civilian experience. The Swedish Armed Forces constitute an arena for satisfaction for a large part of the officer's personal needs. However, this arena is currently perceived as having some deficiencies, mainly structural ones, leading to a clearly reduced level of motivation in a large part of the population.

Specialistofficeren är kompetensbärare i Försvarsmakten och löser uppgifter inom all Försvarsmaktens verksamhet. För att vara kompetensbärare krävs att specialistofficeren utvecklar djup kunskap inom sitt arbetsområde. Försvarsmakten har de senaste 40 åren genomfört en mängd förändringar i sitt befälssystem och den senast införda, 2008 då tvåbefälssystem återinfördes, har inte genomförts fullt ut vilket leder till att specialistofficerare har svårt att få möjlighet att kompetensutveckla sig till det kompetensdjup som krävs för att verka som kompetensbärare. Försvarsmakten och Armén har insett att införandet avstannat och har därför infört nya riktlinjer för att underlätta införandet, varvid den senaste kom 2019.  Den här studien syftar till att förstå förutsättningar, hinder, möjligheter samt förväntningar, avseende kompetensutveckling av specialistofficerare vid två strategiskt viktiga förband, Lv6 och P18. Datan till studien är insamlad från specialistofficerare verksamma vid de två förbanden. Vid genomförandet av studien framkom att det finns förutsättningar i form av gamla strukturer som lever kvar trots skifte av befälssystem och hindrar kompetensutvecklingen av individer. Exempel på hinder är att det gamla befälssystemet inte avvecklats i samband med införandet utav det nya. Ytterligare ett exempel är att dagens specialistofficerare saknar incitament för att kompetensutveckla sig. De har dock fortfarande en stark vilja att utveckla sig, även när de saknar formella kompetenser. Förväntningarna på Försvarsmaktens riktlinjer är höga, då de på olika nivåer belyser vad som måste omhändertas för att specialistofficerens kompetensutveckling skall fungera.  Studiens främsta slutsats är att omställningen av befälssystemet måste slutföras för att specialistofficerarna skall få den möjlighet att kompetensutvecklas och utveckla de kompetensdjup som Försvarsmaktens riktlinjer föreskriver och som organisationen behöver för att utvecklas och lösa sina uppgifter. / The non-commissioned officer (NCO) is the competence bearer in the Swedish Armed Forces (SAF) and manages activities in all SAF tasks. In order to be a competence bearer the NCO has to develop deep knowledge within his or hers field of expertise. The SAF has, during the last 40 years, implemented a large number of changes in its command system. The latest change made in 2008, when the NCOs Corps was reinstated, has not been fully implemented which has led to difficulties for an NCO to acquire opportunities to develop the abilities required and proficiency needed to be a viable competence bearer. The SAF and the army have realized that the implementation process has stalled and therefore have issued new guidelines to restart the process, of which the latest was issued in 2019.  The study’s aim was to acquire knowledge about the prerequisites, hindrances, possibilities and expectations regarding acquirement of competence for NCOs in two strategical important units, Lv6 and P18.  The study’s data was collected from active NCOs serving in the two units.    During the execution of the study, prerequisites in the form of old structures emerged that, in spite of the changes in the command system, still lives on and is a hindrance to the NCOs acquisition of skills. An example is the old command system not being dismantled in conjunction with the implementation of the new system. Another example is that today’s NCOs lack incentives for the acquirement of deeper knowledge. They still possess a strong will to enhance themselves, even when they lack formal requirements. The expectations of the SAF guidelines are high, since they highlight what needs to be addressed at different levels for the NCOs acquisition of skills to be successful.        The study’s primary conclusion is that the transition to the new command system must be completed to allow the NCOs the opportunity to develop their skillsets to the required levels that the guidelines stipulate and the organization needs to evolve and manage its activities.

我國近年來有關家庭的研究，均著重在女性就業、單親家庭、兒童、青少年、老人、受暴婦女議題。對於家庭主要生計負責人的男性角色，只有莫黎黎、王行等研究。軍人是特殊的群體，我國約有10萬名的志願役軍官，9成以上均為男性，但未受到重視，相關文獻與研究亦少。本研究是以我國軍官為研究樣本，他們平均每天的工作時間超過12小時，平均一週也只有1.96天，可以回家和家人相聚，其生活方式與一般百姓略有不同。 一位志願役軍官，職責是保國衛民，因此常留守部隊，或因任務需求而不斷調遷，國軍「精實案」期間，使得軍人責任加重、工作時間長、工作壓力大，這些都影響他們與家庭的互動關係。軍人會不會因為其特殊的角色、特殊工作時間、特殊工作型態，忽略了家庭的照顧呢？會因此產生角色衝突嗎？軍人與家人的互動關係如何？自己的生活滿意呢？這是本研究的動機。 本研究同時運用量化研究法與質化研究法，首先以量化研究，設計了「角色衝突」與「生活滿意」的封閉性問卷，施測了1390位軍官。再設計了「家庭狀況」、「工作狀況」及「角色衝突」的開放式問卷，深度訪談8位軍官。最後，邀請3組軍官，做焦點團體訪談，針對前述研究結果／進行深度討論。 本研究的自變項有人口變項及軍人特質變項，「角色衝突」則分為：因工作而疏忽與家人相處的衝突、因工作而干擾夫妻關係的衝突、家庭角色內的衝突、因家庭責任而犧牲自己的衝突、因工作而疏忽子女教養的衝突、工作角色家庭角色與自我角色的衝突、因家庭責任妨礙追求工作成就的衝突。「生活滿意」包括：家庭生活滿意、婚姻滿意、人際關係滿意、一般生活滿意、父母與配偶互動關係的滿意、休閒生活滿意等。 本研究在量化部份，共收集已婚軍官974人，平均結婚年齡為6.07年。研究發現，整體而言，軍官的角色衝突依序為：家庭角色內的衝突、因家庭責任而犧牲自己的衝突、工作角色家庭角色與自我角色的衝突」、因工作而疏忽與家人相處的衝突、困工作而疏忽子女教養的衝突、因工作而干擾夫妻關係的衝突、因家庭責任妨礙追求工作成就的衝突。而且一半的軍官有角色衝突的情形，沒有角色衝突的軍官較少，但亦有三分之一的軍官是介於二者之間，可知，軍官的角色衝突情形是值得重視的。 軍官的生活滿意依序為家庭生活、婚姻、家庭人際關係、父母與配偶互動關係、休閒生活、一般生活。也發現有三分之二的軍官是滿意自己的生活情形，不滿意自己生活的軍官很少，但有27%的軍官是介於二者之間。 影響角色衝突的變項當中，發現男性、配偶不是軍人、協助做家事、陸軍、上尉、基層單位、外島、配偶全職工作、回家頻率較少、生活最大滿足是父母、配偶、子女、以家庭為重、工作時間愈長、年餘愈輕、收入愈少、第一位子女出生年齡愈小、愈擔心退役以後工作與生活、精實案對工作與生活的影響愈大、長官愈不關心軍官工作與生活情形，其角色衝突較大。 影響生活滿意的變項當中，發現男性、非作戰單位、協助做家事、研究所、戰院教育、上校、其他軍種、軍團以上、結婚15年以上、配偶全職工作、房屋是自己購買、與父母配偶同住、生活最大滿足是父母、配偶、子女、以家庭為重、工作時間愈短、年齡愈大、收入愈高、愈不擔心退役以後工作與生活、精實案對工作與生活的影響愈小、長官愈關心軍官工作與生活情形，其生活滿意較高。而且角色衝突愈少者，其生活滿意度也愈高。 本研究在進行量化研究後，接著進行「深度訪談」，軍官雖然會運用一些方法，來減少角色衝突，但仍不免有衝突的產生，包括夫妻間的衝突、配偶與家人的衝突、軍官與家人的衝突等，也會尋求避免衝突和解決衝突的方式： 一、軍官和配偶衝突的解決方式：面對面的溝通；用比喻的方式，期待配偶將心比心；主動向配偶對不起；讓配偶盡情發洩情緒；選擇某些事才讓配偶知道；接受配偶的意見；面對婚後爭吵的事實，事先協調好，以避免衝突的發生。 二、配偶和家人衝突的解決方式：了解婆媳問題是必然會存在的；接受婆媳觀念不一致的現況；婚前先協調好，預防婆媳問題的發生；在媽媽與配偶之間，做一些取捨；在假日，盡量離開家裡，或者回娘家；減少配偶與婆婆接觸的機會，讓彼此的接觸有限，比較不會引發較大的衝突；軍官居於原生家庭、生殖家庭之間，二邊溝通協調；藉由退伍，調整生活方式，以改變現況；選擇不同時間，分別關心原生家庭和生殖家庭，避兔讓原生家庭和生殖家庭產生衝突。 本研究最後以三坎的「焦點團體」訪談法，針對量化研究獲得的資料，再進一步訪談軍官。發現軍官覺得家庭角色和工作角色的衝突滿大的，因為在工作上衝刺的話，可以得到很多工作滿意，但若沒有配偶或家庭的支持，則生活也不滿意。衝突處理的方式有：將工作與家庭儘量分開；把工作做完，再照顧家庭，回家後，多關心家人，或在休假日協助做家事，以體諒家人；覺得虧欠家人，會有補償家人的心態；會先處理家庭的事務，再處理工作事務；期望長官應同時關心部屬的生活和工作；利用家庭其他親戚的力量，協助照顧自己的家庭；加強夫妻、子女之間的溝通，以維繫感情；重視互相體諒，主動協助做家事；有些配偶會讓軍官盡量在工作上衝刺、盡力去發揮。綜合而言，軍官對生活滿意的看法，認為軍人是很好的職業，收入穩定。 最後，透過本研究的發現，提出以下建議： 一、對軍事組織的建議 (一) 減少工作時間或降低軍官的工作負荷 (二) 建立職務代理制度 (三) 建立眷屬來部隊省親的機制，並建設眷屬省親的臨時住所 (四) 增設職務官舍，解決軍官的居住問題，增進親情關係 (五) 長官應多傾聽部屬的意見，並關懷部屬的工作狀況與家庭生活 (六) 應重視軍官的生涯規畫 (七) 建議未來「精進案」應提早有整體的配套措施 二、對軍官的建議 (一) 認識自己面臨的角色衝突與生活滿意狀況 (二) 學習認知自己的角色與職責 (三) 建議婚姻不和諧的軍官應勇於向專業人員尋求協助 (四) 建議家庭不和諧的軍官應勇於向專業人員尋求協助 (五) 鼓勵軍官在適當時機，提出適當的建議，以促進部隊進步 三、對軍眷管理單位的建議 (一) 規畫軍人家庭政策 (二) 建立軍人家庭福利服務 (三) 上維護與發揮家庭功能 (四) 成立軍眷互助中心 (五) 加強托兒、托老服務 (六) 加強配偶的職業輔導 四、在現有組織中增進專業軍隊社會工作 (一) 強化「心理衛生中心」的服務功能 (二) 增設社會工作軍官 (三) 運用專業社會工作方法，預防角色衝突 (四) 建立軍事社區與民間社區之關係 五、對一般家庭協助機構的建議 (一) 建立良好的家庭支持系統 (二) 重視家庭和諧，加強家庭成員的情感連結 (三) 增加有關家庭關係相關課程，舉辦親職教育，增加親子互動 (四) 加強婚姻與家人關係的協助 (五) 營造兩性平權，促進家庭生活現代化 (六) 開設衝突管理的課程 軍人將人生最精彩的青壯年貢獻給國家，也將自己全副精力服務部隊，而家庭與配偶仍是軍官生活滿意的主要來源，尤其來自於配偶的支持是最大的，配偶無私的支持，竭盡心力，奉獻家庭，讓軍官能不斷往前衝刺，追求事業的成功。所以配偶扮演一種穩定的角色，讓我國軍官較無後顧之憂，因此軍人內心裡，對配偶都存在有愧疚感。自己的父母親、配偶的父母親，也是軍官的最佳資源，讓軍官可以無後顧之憂的投入工作。 關鍵字：志願役軍官、角色期待、角色衝突、生活滿意、量化研究法、質性研究法 / The recent relating family research in our country are mostly concentrated on the issue of women's occupation, single-parent family, the children, the youth, the aged, and female abuse. The research toward the male who actually support the family's income are found rarely from the article of "Mo Li Li"（莫藜藜） and "Wang Xing" （王行）. The soldiers is a distinguishing group, there are around hundred thousand of the volunteer officers in this country and more than 90% of them are male, they are an ignored group and not many articles and researches in this field have been really dedicated for them. The quantitative methods and qualitative methods were applied by this research. The close questionnaire of "role conflict" and "life satisfaction" that tested to 1,390 officers initiated the quantitative methods. The open questionnaire of "family status", "work status", and "role conflict" that proceeded by the depth interview to 8 officers was followed next. The focus group interview (session) to 3 groups of officers were the last that carried by the depth discussion toward the results of two previous methods. The officer's life satisfaction ranked by family life, marriage, family's human relationship, parent and spouse interaction, life resort, and normal life. It is found that two thirds of the officers are satisfied with their living life, only a few are dissatisfied, and 27% of them are in the between. The variables that affecting the role conflict mostly are with the characters of the male; the spouse is not the soldier; willing to share the house works; the army; the captain; the fundamental unit service; the out island service; the spouse works full time; not often back home; the parents, spouse, and children are the most satisfaction of life; the family care; long working time; younger; less income; the first kit born too late; concerning about the work and life after the retiring; facing the supervisor's carelessness toward the job and life that are affected greatly from "the troop reduction plan". The officers with these kinds of variables have the more serious role conflict. The variables that affecting the life satisfaction mostly are with the characters of the male; the not combating unit service; willing to share the house works; the master degree; the war academy educated; the colonel; not from the army; the regiment unit service at least; the marriage of 15 years; the spouse works full time; owns the housing; living with parents and spouse; the parents, spouse, and children are the most satisfaction of life; the family care; short working time; older; higher income; not concerning about the work and life after the retiring; receiving the supervisor's care toward the job and life that are not affected actually from "the troop reduction plan". The officers with these kinds of variables have the less role conflict and more life satisfaction. The depth interviews were proceeded after the quantitative methods in this research. The officers would manage to reduce their role conflict, but the conflict remains and still existed in the spouse, the spouse and family, and the officer and family. The ways they normally sought to avoid or solve the conflict are such as a face to face communication; a initiative apology to the spouse; to accept the spouse's complete oppression relief; to accept the spouse's point of view; an advanced agreement to avoid the conflict after married; an understanding of the realistic problem that existed in between the mother and daughter in law; to accept the facts of discordance that existed in between the mother and daughter in law. The three times of the "focus group" interviews were the last of this research, the further interviews to these officers were aimed at the data that achieved from the previous quantitative methods. In general, the officers all agreed that the solider is a good career with stable revenue, it is their recognitions to the life satisfaction. Based on the results of this research, we are having our suggestions as follows: 1. to the military organization (1) reduce the officer's working time or to improve their overload problem. (2) set up the job substitution system. (3) set up the capacity of family visit and the temporary residence to accept the visit. (4) expand the official dormitory to improve the officer's residential problem and family relationship. (5) the supervisor should listen more to the opinion from the staff and extend the highly concern toward their work and family life. (6) respect the officer's career planning (7) the project of "troop reduction plan" should be executed with the other cooperative methods to pursue the integrated achievement. 2. to the officers (1) recognize the role conflict facing and the status of life satisfaction. (2) learn to know the self-role and self-responsibility. (3) seek for the assistance from the professional for the unpleasant marriage. (4) seek for the assistance from the professional for the unpleasant family life. (5) it is encouraged to submit the right proposition in due time to accelerate the unit's development. 3. to the authority of the solider family administration (1) plan out the soldier's family policy. (2) set up the soldier's family service. (3) maintain and extend the function of family. (4) set up the dependant service center. (5) improve the welfare for the child and aged. (6) improve the spouse's vocational assistance. 4. enhancing the professional military social work in the present organizations (1) expand the service function of "the mental health center". (2) increase the social work officers. (3) prevent the role conflict by means of the professional social work. (4) set up the relationship between the military community and the civil community. 5. to the general organizations of the family service (1) set up a successful family supporting system. (2) respect the importance of a pleasant family by strengthen the emotional communications between the family. (3) expand the educational course of the family relationship, to promote the family education and improve the interaction of parents and children. (4) help the officers to manage the unpleasant marriage or family relationship. (5) create the equal rights of male and female to enhance the modernizing of family life. (6) set up the educational course of the conflict management. The soldiers dedicate the most significant golden age of their life to the country and devote themselves completely to the missions. The family and spouse are the main supporting resources of the officer's life satisfaction, and most of that are from the spouse, they make sacrifice to the family and act as a role of great stability. The officers are able to pursue the honor and success without too much cares and anxieties toward the family, the inner of soldiers all existing a deep regret to their spouse. The parents of their own and of the spouse are also the key factors of the supporting. By the completion of this research, we sincerely looking forward to the continual efforts from the government, to improve the welfare for the soldiers and the officers. keywords: professional officer、role expectation、role conflict、life satisfaction、quantitative methods、qualitative methods.