新冠肺炎疫情下公務人員對居家辦公評價之實證研究
李俊達、林文燦
《摘要》
自2019年12月新型冠狀病毒開始蔓延全球，為減少員工前往職場途中的對外接觸，居家辦公成為常見的工作型態。國內在2021年中疫情嚴峻期間，行政院人事行政總處宣布，公務人員輪流分流到機關上班的比例，從三分之一提高為二分之一。本研究以中央政府某部會為研究對象，該部在2021年2月推動「實施居家辦公試辦作業」計畫，並在當年5月底至7月國內疫情最為嚴峻期間，正式施行分流居家辦公。本研究在正式施行期間，針對該部會公務人員發放調查問卷，了解居家辦公的態度。調查結果發現，未來應更加具備時間管理、溝通技巧、強烈的個人責任感、敬業忠誠、數位素養、自我領導力、獨立工作等能力。隨著數位化時代來臨，在人力資源管理策略上，公部門亦應規劃居家辦公的工作條件，營造信任和重視成效的組織文化，讓公務人員未來在選擇工作地點和支持家庭的決策，可以具有更大的靈活性。本研究提出以下三點實務建議。第一，居家辦公衍伸的工作成本應由服務機關承擔，未來在推行時可考慮提供一次性的固定額度津貼。第二，居家辦公應注重員工的人際網絡與組織承諾。在實務上，各機關可先了解同仁居家辦公期間在心理層面的需求，規劃方案內容。第三，因應居家辦公的趨勢與發展，在業務資訊化與服務流程上，建構及持續培訓公務人員共通性的數位職能。
[關鍵詞]：居家辦公、遠距辦公、新冠肺炎、數位治理
An Empirical Study on Civil Service Assessment of Working from Home during COVID-19 Outbreak
Chun-Ta Lee, Wen-Tsan Lin
Abstract
In the wake of the outbreak of COVID-19 pandemic in Dec. 2019, work-from-home (WFH) has become a common practice in order to reduce employees’ risk of infection while commuting to and from workplaces. Accordingly, amid the rampant pandemic in mid-2021, the Directorate General of Personnel Administration under the Executive Yuan announced raising the share of government employees going to office for work on a rotational basis to one half of the workforce, from one third. In Feb. 2021, a ministry of central government unveiled “Work-From-Home Trial Plan” for the civil service, which was put into practice during the peak of the pandemic in May-July that year. This study carried out a questionnaire survey of civil service members on their change of attitudes towards the work practice before and after its implementation. The results show the need for civil service members to strengthen the capabilities of time management, communications skill, sense of responsibility, dedication and loyalty, digital literacy, and independent working. With the advent of the digitalization era, the public sector should plan WFH as an alternative work type and cultivate an organizational culture that stresses trust and performance in its human-resources management strategy, thereby giving public functionaries more flexibility in choosing worksites and meeting family needs. The study provides the following three recommendations. First, the extension work cost of WFH should be borne by the organization, and a one-time fixed amount of allowance can be considered in the future implementation. Second, WFH guidelines should include the interpersonal network and organizational commitment of employees. Organization leaders should understand the psychological needs of their colleagues during WFH, and improve employee assistance programs. Finally, in response to the trend and development of WFH, public servants should continue to be trained on digital competence.
Keywords: telework, telecommuting, working from home, COVID-19, digital governance