從員工配置結構探討台電公司民營化之人力調整方向

Abstract

在國發會「公營事業五年內完成民營化」的決議下，台電公司奉行政院指 示應於民國90年度完成民營化，然而在民營化的過程中，因為在人力調整 問題（包括裁員、本業內職務調整及多角化之職務調整等）看法不一，形 成許多爭議，使得員工人心惶惶。要規劃如何妥善處理員工問題之前，應 該先對組織員工數額及基本配置結構有所了解，因此本研究之目的擬由台 電公司歷年員工配置結構探討台電公司民營化之人力調整方向，以供台電 公司因應 □化組織變革，規劃人力之參考。本研究首先蒐集、分類與整 理台電公司三十年之人力資料，將台電公司員工分類為總管理處、區營業 處（配售電單位）、發電單位、供電單位及其他單位等五大類及技術人員 與一般行政管理人員等二大類，然後分析員工配置結構之演變趨勢，接著 以此演變趨勢外國電業之員工配置結構比較。結果發現，台電公司員工配 置結構，隨著時間的發展，與其他電業公司之員工配置結構有越來越接近 之趨勢，因此，台電公司因應民營化似乎不需以大幅裁員為首要手段，然 而為因應未來日趨競爭之經營環境，仍須對員工施以訓練，讓員工具備多 項專長，以因應未來組織變革的挑戰。本研究之發現可減低各方對人力調 整問題的爭議，同時提供台電公司規劃人力調整問題之參考，減少民營化 對公司及員工之衝擊，以利民營化之推行。 In compliance with the resolution of the National Development Conference suggesting that all government-owned enterprises be privatized in five years, the Executive Yuan has decided that the privatization of Taipower will be completed in 2001. However, during the transition to privatization, disputes over controversial issues regarding manpower adjustment, such as reductions in staffing level, job transfer within electric utility and job transfer due to diversification, have evoked uncertain feelings and worries among Taipower's employees. Nevertheless, before carefully making manpower adjustment plans, Taipower should have a thorough study on the appropriate staffing level and the basic manpower allocation structure. Therefore, this study aims to investigate Taipower's manpower adjustment in compliance with the privatization from the manpower allocation structure perspective. Firstly, the historical data of Taipower's manpower were collected and classified into two kinds of manpower allocation structures: (a) technical and administrative staff; (b) staff for head quarters, distribution, generation, transmission and miscellaneous functions. Changes in both of Taipower's manpower allocation structures for the past 30 years were then studied and analyzed. Finally, the results were compared with those of the foreign electric utilities. The findings showed that Taipower's manpower allocation structures had a tendency similar to those of the foreign electric utilities. Therefore, it seemed that it was not necessary for Taipower to resort to significant reduction in staffing level as primary means to become more streamlined. However, as the market place will become increasingly competitive in the future, employees need to undergo training to acquire multiple skills and to become competent in their work. It was expected that the results of the study will serve as references for Taipower's manpower adjustment planning as well as help to smooth the privatization.