Prosecutorial Human Resource Management in Taiwan

• Main Authors: Pi-Yu Tsai, 蔡碧玉
• Other Authors: Ching-Peng Peng
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/58012580738873930097

碩士 === 臺灣大學 === 政治學研究所 === 96 === In spite of the innumerous efforts and resources devoted in the judicial reform in recent years in Taiwan, the efficiency and quality of courts and prosecutor offices are not improved substantially. The lack of an effective mechanism of human resource management is one of the reasons for the ineffective judicial reform. This research focuses on prosecutorial human resource management and its related issues. It is argued that the prosecutorial personnel policy is the most critical factor which affects the work effectiveness in prosecutor offices and will even offer substantial contribution to the success of judicial reforms. The conceived objective of this research is to find out useful strategy for promoting prosecutorial efficiency, to tackle with the blind spots in prosecutorial personnel management, and to pursue for the keys for an effective performance system. The drastic change of law in the past years is the main reason for the problems encountered by most prosecutorial institutions. Other facts to be blamed for the prosecutorial inefficiency include: inaccurate evaluation on prosecutorial man power demand, inadequate distribution of workload, lake of control over core business, lake of case classification system, and work performance evaluation. Some suggestions are proposed to reform the prosecutorial human resources management in Taiwan: (1) work analysis, (2) the adoption of man power evaluation instrument, (3) the establishment of professional management team, (4) the efficient utilization of prosecutorial assistant man power, (5) the concentration of core affaires,(6) well targeted educational training with a view to improving efficiency, (7) the reconstruction of career ethics, (8) the establishment of decision-making analysis system, (9) the build-up of an oriented performance evaluation, (10) the introduction of new model for court management model.