||For both the public and private sector, organizational change is an inevitable challenge to achieve sustainable development. When the external and internal environments change, the organization’s resources must be continuously integrated and transformed, and this is the time for the organization to focus on organizational change.|
In order to solve the long-unresolved disputes over whether or not it is necessary to employ full-time staff for accounting and personnel units, Kaohsiung City Government started the organizational transformation in 2013. In May of the same year, the “Cishan Centralized Office Plan for Staff of Accounting and Personnel Units, Education Bureau of Kaohsiung City Government” was implemented. It is a mechanism in response to the
necessity of establishing a centralized office for schools which are merged due to being remote in location or smaller in scale. The plan aims to facilitate the operation of personnel affairs in compliance with relevant regulations of the central government and to enhance the professionalism of services related to personnel affairs, thereby achieving the expected benefits of the organizational change.
According to the observation of the researcher of this study, who served at the personnel units of primary and high schools in Kaohsiung’s remote areas for almost three years, problems have arisen after the Education Bureau of Kaohsiung City Government selected Cishan District to implement the remote school personnel centralized office plan. The problems include different salaries for the same position, low service efficiency, and high service costs.
The problems mentioned above constitute the motivation of this study. Accordingly, this study focuses on the two merged primary-and-high schools under the Education Bureau of Kaohsiung City Government for the implementation of the centralized office plan for full-time staff of personnel units in Cishan, and targets the faculty from the schools, including teachers under the staffing standards, principals, teachers serving concurrently as administrators of school affairs, full-time teachers, as well as certified staff, section chiefs, administrative officers, nurses, etc.
The purposes of this study include: 1. Examining the policy of this organizational change and how the centralized office measures have been enforced; 2. Exploring the satisfaction level of the school faculty and staff regarding the policy of this organizational change and the centralized office measures; 3. Analyzing the satisfaction level of the school faculty and staff regarding the services provided by the personnel unit after the merger.
This study adopts the empirical research method and a questionnaire survey to address the problems caused by this organizational change. The results are as follows:
(1) An analysis of the current status after the organizational change and centralized office policy was implemented revealed that the number of the total staff members of the personnel unit after the merger is 92, among whom 46 full-time staff members lead to an increased budget expenditure. In addition, the policy is implemented mostly at remote schools in the districts that were previously administrative areas of Kaohsiung County.
(2) An analysis of the satisfaction level regarding the centralized personnel office policy revealed that the level of support is not high, indicating that the faculty and staff are not satisfied with the policy.
(3) An analysis of the satisfaction level regarding the services provided by the staff of the personnel unit after the merger revealed that even though the satisfaction level of questionnaire respondents regarding the policy is low, the satisfaction level is high regarding the services. In the conclusion of this study, which is based on the problems mentioned above, some appropriate strategies and practical recommendations are proposed, including meeting the needs of the involved parties to enhance their support of the policy. In terms of policy implementation, a multilateral joint meeting should be held on a regular basis
to have a thorough discussion of the appropriateness of the policy so that the discussion results can serve as a reference for the government authorities to better achieve the goal of this organizational change and enhance the management performance of the organization.