A Study on the Impact of Contracting-out on Human Resource Management of Nonprofit Organizations

[[abstract]]從1997年內政部通過實施「推動社會福利民營化實施要點」將社會福利輸送體制採取了「契約外包」與「公辦民營」的模式，到行政院2012修正核定之社會福利政策綱領，有關福利服務部分20項中即有7項明訂政府應結合民間提供兒少、老人、身心障礙者、家庭支持及社工員等相關服務，因此地方政府在此政策下，採取契約外包之方案委託非營利組織進行服務已成必然之趨勢。 本研究以質性研究進行，設定取樣條件為接受南投縣政府方案委託補助專職(業)人力達6人以上之民間組織九位管理者進行一對一的訪問，以瞭解不同類型之民間組織接受政府方案委託，面對補助之專業(職)的員工，造成人力資源策略上之影響與因應；其次在分析非營利組織參與公私協力後，於人力資源策略中對人力運用之彈性運用空間及可行之模式，以及探討非營利組織接受方案委託後，改變組織人力資源策略與互動之因應影響，提供地方政府建構公私協力運作模式可行策略與建議。綜合研究分析發現，提出以下六點研究結果： 一、民間組織管理者規劃與政府委託時，會因組織高層授權程度，影響其決策角色 二、組織管理者在契約規範下與政府互動，會因合作階段而發展出具流動的協力關係 三、民間組織面對專業員工的薪酬與招募上，不因政府契約而改變，會強調組織自主空間，以既定的人力資源管理策略進行 四、契約委託下民間組織會因財務的差異，發展出不同的人力僱用策略及運用空間 五、參與政府委託，雖可為民間組織帶來資源，但也帶來了資金周轉的問題，因此在接受契約委託時應對財務的變化及風險進行評估 六、民間組織會因互動滿意程度而影響合作關係，亦可從管理者身上看出決定是否延續時道德強度上的差異 根據上述研究結果給予以下建議： 對政府部門： 一、加強業務承辦人員職能訓練 二、提高方案人力補助基準 三、改善撥款行政作業流程 四、善用溝通管理改變評鑑制度 對民間組織： 一、地方性組織應加強募款並發展服務特色 二、地區性組織應加強人才培育提升服務品質 三、民間組織可進行策略聯盟強化倡議角色[[abstract]]From the’’Implementation Directions of Promoting Privatization of Social Welfare’’, which adopt ’’ Contracting-out’’ and ’’BOT’’ mode in the social welfare delivery system, passed and implemented by the Ministry of the Interior in 1997, and the guiding principles for social welfare policy, revised and accessed by the Executive Yuan in 2012. There are seven items out of twenty in the related welfare service category, state expressly that Government should combine civil society organizations to provide related service to child and youth, senior citizen, the disabled, family support and social workers. As a result, in the condition of this policy, it certainly will become a trend for local government to adopt’’ Contracting-out’’ as a plan and appoint non-profit organizations to perform service. The study is based on qualitative research. The setting-up condition of sampling are nine supervisors in civil society organizations which have more than six full-time staffs and receive program subsidies from Nantou County Government. First, through one-on-one interview, find out the impacts and responses to the human resource strategies when civil society organizations, which receive governmental program appointment, face full-time staffs, who get subsidies. Second, deal with the flexible space and feasible mode in manpower utilization after analyzing the participation of non-profit organizations in public-private partnership. Third, discover the influence that change the strategies and interactions of human resources after non-profit organizations take the program appointment. Based on analysis of study, following are six results, which will offer feasible strategies and advices about public-private partnership to local government. 1. When supervisors in civil society organizations plan or the Government appoint the program, the degree of authorization from high class will affect the decision-making role. 2. The organizational supervisors interact with Government under contract norm will develop mobile collaborative relationship because of cooperative phase. 3. The salary and recruitment of professional staffs in civil society organizations will not change because governmental contract, but emphasize independent space in organizations and follow the original human resource management strategies. 4. The financial difference in civil society organizations under contract appointment will develop different strategies of employment and practical space. 5. It will not only bring the resources for civil society organizations but problems on flow of fund when participate in governmental appointment, so the movement and risk of finance should be evaluated when receive outsourcing contract. 6. The level of satisfactory will affect the cooperating relationship with civil society organizations, also the difference of moral intensity can be seen on supervisors whether the decision should be continued or not. Following advise are based on the above-mentioned study results: To Government: 1. Reinforce the functional training for undertakers. 2. Enhance manpower subsidiary standard. 3. Improve standard of allocation procedure. 4. Make good use of communicational management and change evaluated system. To civil society organizations: 1. Local organizations should enhance fund-raising and develop service characteristic. 2. Local organizations should strengthen qualify personnel training and enhance service quality. 3. Civil society organizations can use strategic union to strengthen initiative character.[[note]]碩