Moral hazard behind Self-management policy of labor inspection:A case study on strategic alliances of Self-management of construction sites in Taipei city

碩士 === 國立政治大學 === 行政管理碩士學程 === 104 === Taipei Labor Inspection Office adopted a strategy that combined advocacy, inspection and counseling to enhance the effectiveness of occupational hazards prevention. Since 1998, it began to change the policy from “inspection strengthening” to “self-management”....

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Bibliographic Details
Main Authors: Yu, Chien Chung, 余建中
Other Authors: 劉梅君
Format: Others
Language:zh-TW
Published: 2016
Online Access:http://ndltd.ncl.edu.tw/handle/2aug64
Description
Summary:碩士 === 國立政治大學 === 行政管理碩士學程 === 104 === Taipei Labor Inspection Office adopted a strategy that combined advocacy, inspection and counseling to enhance the effectiveness of occupational hazards prevention. Since 1998, it began to change the policy from “inspection strengthening” to “self-management”. With hierarchical management of the construction sites in Taipei according to this strategy, construction sites of different levels have different inspection frequency and different degrees of inspection. In accordance with the self-management program, if an construction site in Taipei who joined this program obtains "excellent" or "Premium Class" certification, unless occupational accident happened, or special inspection project is launched, or citizens report, or other dangerous situations occur, the inspection personnels will not do labor inspection, but will still occasionally provide unscheduled counseling by official chief. As long as the construction company fills out the report form on time according to the program of the standard inspection flow, this company is nearly unregulated. But the occupational accident rate of those sites who applied to self-management program did not fall as expected, it does not achieve the goal as set by official performance indicators; therefore, this study aims to explore the reasons why those sites who obtain "excellent" or "Premium Class" certification, have shown that their behaviors and attitudes toward occupational safety and workers’ health have become more lax after joining the program? This study found that after the implementation of self-management program, moral hazard behaviors occur in different hierarchical levels of organizations. Construction company’s directors do show moral hazard behavior, while those in charge of occupational safety and health work, some do have moral hazard behavior, out of profit motive and time concern of the construction project among many other factors. All together explains why this self-management program does not achieve the goal set by official performance indicators.