公務人員考選制度的評估

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歧莨满
7 years ago
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2 / ; %

3 159 (%) *** *** ,292 2%

4 / Gatewood and Field 1998; Guion 1998; Schmitt and Chan , % 80 92% 90 8%

5 161

6 /06 (Office of Civil

7 163 Service Commissioners) (Civil Service Reform Act) 4 (Public Service Commission) 5 3 Civil Service Order in Council 1995 To maintain the fundamental principle in the recruitment to the Civil Service of selection on merit o the basis of fair and open competition Office of Civil Service Commissioners equality of opportunity 4 Section 2301b, Chapter 23, Title 5, United States Code. 5 The Public Service Commission has the mandate to ensure that merit is the basis of staffing and recruitment in the Public Service of Canada. Merit, which has traditionally been understood to encompass competence and non-partisanship through means that are fair, equitable and transparent, has been reshaped to include representativeness in the mid-nineties. ( 2002/9/22). to maintain and preserve a highly competent and qualified Public Service in which appointments are based on merit, and ensure that the Public Service is non-partisan and its members are representative of Canadian society.

8 /06

9 165 Sheppard et al. 1992; Folger and Cropanzano 1998; 2000 (procedural justice) (substantive justice) (interactional justice)

10 /

12 /

13 169 (adverse impact) / 4/5 8 U.S. Equal Employment Opportunity Commission 1978 Uniform guidelines on employee selection procedures 1974 PACE 1982 ACWA

14 / b

15 a; 1999b (affirmative action) 9 9 2%

16 / (reasonable accommodation)

17 173 (system justice)

18 /06

19 175 ( Gilliland 1993)

20 /06 (content) (predictive) (construct) 80 (A) (B) (C) (D)

22 /06

23 , 150

24 /06 (Biodata) (Gatewood and Field 1998; Berman 2001, 103)

25 181 Dubois 1993; Spencer and Spencer (U.S. MSPB 1999)

26 /06

27 183

28 / ** **

29 185 90,

30 / /10/

31 187

32 / (civil servants) (public employees)

33 189

34 /06

35 (Schmidt and Hunter 1998) 0.51 O Leary et al. 2002

36 / ; Benveniste 1987, 33

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39 195

40 / (U.S. MSPB 1999)1990 (NPR) (delegated examining unit)

41 197 5 (rule of three) 1999a, 73 6 (EQ)

42 /06 1 2

43 199 (impression management) 1995, 7

44 /06

45 a 1999b 2000,

46 /06 Benveniste, Guy Professionalizing the Organization: Reducing Bureaucracy to Enhance Effectiveness. San Francisco: Jossey-Bass. Berman, Evan M. et. al Human Resource Management in Public Service. Thousand Oaks, Calif.: Sage. Dubois, David D Competency-Based Performance Improvement. Amherst, MA: HRD Press. Folger, Robert, and Russell Cropanzano Organizational Justice and Human Resource Management. Thousand Oaks, Calif.: Sage. Gatewood, Robert D., and Hubert S Field Human Resource Selection. 4 th ed. Orlando, FL: Dryden Press. Gilliland, Stephen W The Perceived Fairness of Selection Systems: An Organizational Justice Perspective.Academy of Management Review. 18: Guion, Robert M Assessment, Measurement, and Prediction for Personnel Decisions. Mahwah, NJ: Lawrence Erlbaum Aassociates. O Leary Brain S. et al Selecting the Best and Brightest: Leveraging Human Capital. Human Resource Management. 41: Schmidt, F. L. and J. E. Hunter The Validity and Utility of Selection Methods in Personnel Psychology. Psychological Bulletin. 124 (2):

47 203 Schmitt, Neal, and David Chan Personnel Selection: A Theoretical Approach. Thousand Oaks, Calif.: Sage. Sheppard, Blair H. et al Organizational Justice: The Search for Fairness in the Workplace. New York: Lexington. Spencer Jr., Lyle M, and Spencer Signe M Competence at Work: Models for Superior Performance. New York: John Wiley & Sons. U.S. Merit Systems Protection Board The Role of Delegated Examining Units: Hiring New Employees in a Decentralized Civil Service. Washington, DC: U.S. MSPB.

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50 /06 The Civil Service Examination in Taiwan: An Assessment and Challenges Ahead Jay N. Shih Department of Public Administration National Cheng Chi University Abstract The civil service examination system in Taiwan differs significantly from those other developed nations. A centralized and independent Examination Yuan established by the constitution has indeed made a great contribution by establishing a generally open competition under an authoritarian regime and, most importantly, has prevented the emergence of a spoils or political patronage system of the type so often seen in developing countries. Nonetheless, past successes should not lead us to ignore the many challenges that Taiwan s civil service examination system now faces. This paper raises concerns stemming from the three major policy goals of selection: merit, organizational workforce needs and cost-effectiveness. With Taiwan s government is facing more challenges from global competition, the civil service examination system has to emphasize the strategic human resource management function more than the prevention of political interference. Therefore, this paper strongly suggests that the test validity and organizational workforce needs are two main goals that should drive the civil service examination system in the future. In particular, the Examination Yuan should consider reviving the certified lists system so that government

51 207 agencies can play the major role in deciding whom to hire. In the new era, the Examination Yuan as an independent institution has to make civil service selection and public personnel policy that aligns with effective government human resource management. In the end, the civil service examination is not an end in itself. Rather it is simply an instrument for strengthening the ability of government to govern. Keywords: the Civil Service Examination, employee selection, merit, fairness, test validity, adverse impact, certified lists system

考選論壇季刊第 3 卷第 4 期 competency 2010 2005 Robert Wood Tim Payne David McCelland 1973 2005 Robert Wood Tim Payne 邁永銳向續意卓發革越展新之談論管理務

考選論壇季刊第 3 卷第 4 期 competency 2010 2005 Robert Wood Tim Payne David McCelland 1973 2005 Robert Wood Tim Payne 邁永銳向續意卓發革越展新之談論管理務銳意革新論政職能分析導入國家考口制度之探討陳玉貞壹前言 2009 貳職能理論 David McClelland 1973 McLagan 1980 Spencer Spencer 1993 16 考選論壇季刊第 3 卷第 4 期 competency 2010 2005 Robert Wood Tim Payne David