台電公司配售電部門人力轉置問題之研究

Abstract

面對未來自由化及民營化的衝擊，人力資源的靈活運用以提高生產力及降低用人成本是台電公司面臨挑戰之際最重要的課題之一。然而不論是學術機構或上級機關均認為台電公司人力過剩應予精簡，再加上國內外公營事業民營化伴隨的組織簡併及裁員措施，更造成台電公司員工恐懼喪失工作權而產生抗拒民營化的心態。因此，本研究的主要目的在探討台電公司面對未來自由化、民營化的挑戰，就民營化時扣除民營電業本身所需人力及自願退離且不再就業者後之可移轉人力轉置其他事業可能會產生的問題做深入的探討，並以佔全公司人數比例最高之配售電部門為研究對象。 為完成這個研究內容，本研究首先分析未來電業經營環境，進一步探討在自由化與民營化挑戰之下，對配售電部門人力運用的衝擊，再就配售電部門人力現況深入分析，並就配售電部門可移轉人力的特性做深入的探討，進而提出可移轉人力轉置可能產生的問題並提出解決問題的方向。 經由本研究之深入分析及探討，獲得以下二點發現： 1. 在員工個人方面可能產生的轉置問題包括找不到工作問題、待業期間問題、不知如何選擇合適工作問題、家庭問題、心理調適問題等五項，而依可移轉人力類別(技術、業務、管理等人力)之不同可能產生的問題也不同。 2. 而台電公司處理員工轉置需面對的問題包括中高齡員工轉置問題、婦女轉置問題、具公務人員任用資格者轉任其他政府機關問題、不具公務人員任用資格者轉任其他政府機關問題、身心障礙者轉置問題、轉投資事業人力轉置效益問題、轉業訓練與就業輔導問題、員工溝通問題及與上述員工個人轉置問題無關之反淘汰問題等九項。 本研究所發現之各項人力轉置問題，不僅台電公司配售電部門會產生，台電公司其他部門或其他即將民營之公營事業都有可能產生。台電公司及其他即將民營之公營事業應注意並解決這些可能產生的問題，才能降低民營化的阻力。

Facing the impact of liberalization and privatization, the flexible human resource management on raising the productivity and reducing the manpower cost has become one of the key issues for Taipower. However, both the higher government organizations and academics are taking into consideration that Taipower must reduce manpower. Besides, most of the countries are using of organization reengineering and manpower reduction for enhancing their competitive advantage during the process of privatization. These actions let employees become anxiety and start to oppose privatization. Hence, the main purpose of this study is looking for the manpower rearrangement problems of Taipower when it face the future challenges of liberalization and privatization. We will discuss the possible occurring problems, while the manpower transfer to other enterprises, but not include the basic manpower of power industry after privatization and those who desire retirement. We choose the distribution department, the biggest department of Taipower, for our research target. At first, we analyze the future business environments for power industry. Furthermore, we discuss the impact and challenge for the distribution department under the liberalization and privatization. Secondly, we articulately discuss the current situation of distribution department and the characteristics of transferable manpower. Finally, we deeply scrutinize the manpower rearrangement issues and try to find the solutions for them. By way of our analysis and research, we have two discoveries that are as follows: First, the employees' difficulties in manpower rearrangement will include：1.How can they find a job? 2.How can they survive during waiting for a job? 3.How can they find the right job? 4.How can they solve the family problems? 5.How can they adjust the mind for changes? As well as, above-mentioned problems will be different because employees own different skills. Secondly, for solving above-mentioned problems, Taipower will encounter the following situations： 1.Manpower rearrangement for middle and older age employees. 2.Rearrangement problem for female employees. 3.Manpower rearrangement for those who have official qualification to transfer into other government organizations. 4.Manpower rearrangement for those who have no official qualification to transfer into other government organizations. 5.Manpower rearrangement for disabled workers. 6.The utility for manpower rearrangement on affiliated investment. 7.The problem on the assistance of job-change and employment. 8.The problem on the communication with employees. 9.The problem on expediting the blue-chip manpower quitting their jobs. The discoveries on the problem of manpower rearrangement, will not only occur in the distribution department of Taipower but also in other departments of Taipower and other state-own enterprises. Taipower and other state-own enterprises must be careful and solve these possible problems in order to reduce the privatization hindrance.