The Study in the Manpower Application of Government Mentoring System : A Case of Railway Reconstruction Bureau, Ministry of Transportation And Communications' Work-Coach System

• Main Authors: CHIEN, KUEI-MEI, 簡桂美
• Other Authors: CHEN, CHIN-KUEI
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/jz62y5

碩士 === 國立臺北大學 === 公共行政暨政策學系碩士在職專班 === 103 === Coaching / Mentoring has been proven to be very successful for personnel training and even an important method for the development of leadership. This system can help newcomers quickly integrate into the organization's culture and assist a coach / mentor to organize their own professional ability and experience with a systematic approach. This system is the best choice for raising self-leadership through the process of helping others. This study used the qualitative research to the staff of Railway Reconstruction Bureau, MOTC, who involved in the work-coach system for the study. The purpose of the study is to review these staff who have been facing the adjustment of their organization and personnel diversity challenges in the recent years. In this study, originally with the counselor in a training project for the new staff who passed the civil service examinations, the coach-apprentice relationship of the new generation of group mentoring relationship, colleague mentoring, and other situational characteristics, we combined the coaching to develop work-coach system in line with the characteristics of Railway Reconstruction Bureau. We hope this system can activate the manpower assets of Rail Engineering Bureau, promote the transfer of official experiences and professional railway technology quickly, and finally create a win-win policy on the personal growth and organizational development. Based on the conclusions above, the specific recommendations are put forth as follows: First, the proposal to the Railway Reconstruction Bureau, MOTC: 1. Continuing to promote and spread ; 2. Establishing coaches and coach certification system; 3. Completing work-coach assessment system; 4. Making provision of adequate budgetary; 5. Building system analysis of the core functions; 6. Coaching for work regularly exchange activities; 7. Building job of learning map; 8. Establishing rewarding and incentive mechanisms. Second, the recommendation of the public sectors: 1.Enhancing the cooperation and providing rail engineering newcomers internship opportunities; 2. Promoting the first step of mentoring and catching the support of Director General ; 3. Providing relevant training courses and publication of mentoring programs; 4. Providing two-way mentor learning cycle " For the mentee - as the mentor - as the mentee".