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    題名: 台灣長照醫療產業人才提升之策略分析：以北部某長照公司為例
    Strategic Analysis of Human Resource Enhancement in Taiwan`s Long-term Care and Medical Industry : a Case Study of a Long-Term Care Company in Northern Taiwan
    作者: 莊政修
    Chuang, Cheng-Hsiu
    貢獻者: 黃家齊
    Huang, Jia-Chi
    莊政修
    Chuang, Cheng-Hsiu
    關鍵詞: 長期照護產業
    留才議題
    育才議題
    學習型組織
    組織文化
    人才策略
    Long-term care industry
    talent retention issues
    talent development issues
    learning organization
    organizational culture
    talent strategy
    日期: 2023
    上傳時間: 2023-09-01 15:00:12 (UTC+8)
    摘要: 全球人口老化，高齡化的議題在近年來在國際上被廣泛的關注，而台灣也將成為高齡化名列前茅的國家，在2018年，經過了25年的「高齡化社會」階段，台灣也正式踏入了「高齡社會」，並啟動了長照2.0政策，該政策從給付制度、資格認定、服務內容、包裹式給付等幾個面向，徹底改變了台灣長照產業的生態，催生出數以千計的新興長照業者，並吸引數以萬計的從業人員加入該產業。
    然而，產業的急速發展也帶來了一些問題，特別是新興的居家式長照機構、居家物理治療所、居家職能治療所的興起，這些機構面臨很多留才、育才以及組織文化的問題。
    本研究著重探討長期照護產業，所面臨的問題以及可能的解決方案，並將本研究生服務的個案公司，作為實證研究對象。
    經過深入的分析，我們找出了四個主要的問題：創業門檻低但永續經營的隱性成本高、缺乏職級制度造成育才動力差、過度依賴政府及單一收入來源造成產業體質不佳、以及長照醫療單位先天法規上的受限影響留才的因素。對於這些問題，本研究提出了多個具體的解決策略。包含彈性的薪資制度、非薪資報酬、表揚機制、提供良好的工作環境和員工關係溝通反饋機制，來解決人才留任問題。並提出培訓和教育訓練規劃，以及職涯規劃和工作輪調，來改善人才培訓問題。
    在組織文化方面，本研究建議公司從主管開始，建立內部組織文化，並可參考魅力領導方式，藉此提高員工的忠誠度和留任率。同時，也建議個案公司文化的建立，將有助於讓新進專業經理人更快融入公司，降低內部溝通成本。
    最後，我們建議將長照產業轉型為學習型組織，透過五項修練來塑造組織文化，進而提升組織學習能力、創新和改進、建立共享知識文化、強化問題解決和決策能力，以開創更多的服務項目，降低過度依賴單一收入的困境，也可以減少內部糾紛的產生。相信這種模式將能使長照產業持續創新，並在競爭日趨激烈的長照市場中勝出。
    The global issue of aging populations has garnered significant international attention in recent years. Taiwan, too, is on the brink of becoming a leading aged society. In 2018, after a 25-year transition, Taiwan officially entered the "aged society" phase and launched the Long-Term Care 2.0 (LTC 2.0) policy in response to the Long-Term Care Services Act of 2017.
    LTC 2.0, spanning payment systems, qualification criteria, service provisions, and comprehensive support, has substantially transformed Taiwan`s elderly care sector within a mere five years. This policy shift has birthed thousands of emerging elderly care providers and attracted tens of thousands of professionals to the industry.
    Nonetheless, the industry`s rapid growth has not been without challenges, particularly in the rise of home-based care facilities and the accompanying issues of talent retention, cultivation, and organizational culture.
    This study critically examines the issues confronting the long-term care industry and potential solutions, with a focus on a specific case company as empirical research. Through in-depth analysis, four key problems have been identified: low entry barriers coupled with high hidden operational costs, a lack of hierarchical systems leading to talent attrition, over-dependence on government support and single income sources eroding industry resilience, and inherent regulatory limitations affecting talent retention in healthcare units.
    In response, this research proposes multiple concrete strategies, including flexible compensation structures, non-monetary rewards, recognition mechanisms, and the establishment of conducive work environments with feedback channels to tackle talent retention challenges. Furthermore, the study suggests training and educational programs, career planning, and job rotations to address talent development concerns.
    With respect to organizational culture, it is recommended that companies initiate the development of internal cultures starting from leadership levels, drawing inspiration from charismatic leadership models to enhance employee loyalty and retention. Additionally, fostering a distinct cultural identity within the case company could expedite the integration of new professional managers and reduce internal communication costs.
    Ultimately, the study advocates for the transformation of the elderly care industry into a learning-oriented organization. By implementing five practices aimed at shaping organizational culture, it aims to enhance learning capacity, innovation, knowledge-sharing culture, problem-solving, and decision-making abilities, leading to the creation of a diverse range of service offerings. This proposed model is believed to enable the elderly care industry to continue innovating and effectively address future challenges.
    參考文獻: Deal, T. E., & Kennedy, A. A. (1983). Corporate cultures: The rites and rituals of corporate life: Addison-Wesley, 1982. ISBN: 0-201-10277-3. $14.95. Business Horizons, 26(2), 82-85.
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    Ng, T. W., & Feldman, D. C. (2010). The relationships of age with job attitudes: A meta‐analysis. Personnel psychology, 63(3), 677-718.
    Senge, P. (1990). The fifth discipline. The Art & Practice of Learning Organization. Doupleday Currence, New York.
    Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: path analyses based on meta‐analytic findings. Personnel psychology, 46(2), 259-293.
    林春只, & 曾明月. (2005). 照顧服務員工作滿意度及其相關因素之探討. 長期照護雜誌, 9(4), 349-360.
    張火燦. (2006). 護理人員組織承諾與專業承諾多元構面交互作用對離職傾向與離業傾向的影響: 離職傾向與離業傾向的中介效果. 人力資源管理學報, 6(2), 111-133.
    陳美治. (2012). 長照機構照顧服務員離職意圖因素之探討. 台中: 亞洲大學健康產業管理學系長期照護組碩士論文.
    喬麗華. (2017). 醫療機構護理人員留任意願之研究─ 以某宗教醫院為例
    黃瑞臻. (2021). 長照人才的培育-永信社會福利基金會的長照職能分級與培訓制度簡述. 台灣社區工作與社區研究學刊, 11(3), 163-175.
    詹麗珠, 劉嘉雯, & 龔珏穎. (2021). 淺談長照人員培訓制度及職能規劃-以切膚之愛基金會居服員為例. 台灣社區工作與社區研究學刊, 11(3), 177-194.
    潘永福. (2022). 長照機構派遣照顧服務員留任意願:激勵制度之影響 長榮大學]. 台南市. https://hdl.handle.net/11296/fn4qz8
    魏文一（2010）。台灣復健及物理治療經營策略與服務行銷探討。﹝碩士論文。國立
    臺灣大學﹞臺灣博碩士論文知識加值系統。https://hdl.handle.net/11296/g4hru5。
    謝艷薇（2013）。護理之家照護人員工作滿意度、知覺管理者領導風格與留任意願之
    相關研究。﹝碩士論文。中國文化大學﹞臺灣博碩士論文知識加值系統。 https://hdl.handle.net/11296/v252cy。
    描述: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    110363034
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0110363034
    資料類型: thesis
    顯示於類別:[企業管理研究所（MBA學位學程）] 學位論文

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