台灣糖業文化資產保存與活化的人力資本治理

The Governance of Human Resources in the Conservation and Reuse of Sugar Industrial Heritage in Taiwan

台灣工業化的歷程與台灣糖業的發展有密不可分的關係。1970年代末因面臨國際市場的嚴酷競爭，台糖公司逐漸關閉製糖工廠，到目前為止僅剩虎尾與善化兩間工廠還在運作。從2002年以來，台糖公司逐步進行糖業文化資產的清查，將調查成果集中成立各區處的糖業文物館，並且成立「台灣糖業博物館」，以及數個糖業文化園區，發展糖業文化資產觀光。台糖公司的員工，從製糖工廠的生產者與管理者，轉型成文化資產的調查者、維護者、活化再利用規劃者、與博物館的導覽解說員，這個轉型過程當中台糖員工經歷了哪些轉變？到底有哪些人力的培訓協助台糖員工轉型？這些培訓課程達到了什麼樣的效果？以及哪些不足之處？本研究的資料來自研究者參與觀察文建會為產業文化資產活化所舉辦的人力培訓課程，與參與培訓課程的台糖學員之意見交換，以及針對數位台糖學員進行口述質化訪談。本研究發現，產業文化資產保存與活化的人力培訓課程，確實有助於台糖員工從黑手勞動者轉變為文化工程師。然而，囿於國營事業受制於法令，台糖公司處於營利與公益間的尷尬處境；公司組織科層體制的僵化，新型態的文化工程師無法完全發揮其熱情與能力。

Sugar industry has made significant contribution to the industrialization in Taiwan. As international commercial market for sugar was getting much more competitive in the late 1970s, the Taiwan Sugar Corporation (TSC) had been under great pressure and forced to shut down some Sugar Factories within the country. Since 2002, TSC has been devoting to the general surveys on the industrial heritage of sugar industry, several sugar exhibition halls and the Taiwan Sugar Museum were established, and some cultural parks were also set up with the aim of developing industrial heritage tourism. In these cases the initial producers and controllers of the sugar factories were facing new roles of being surveyors, preservers, organizers or even guides of museums. The roles of TSC workers were also changed and they had experienced the transformation of different working systems. In order to help them to confront the new situation, several training courses were provided and their learning effects of such trainings were also evaluated after their participation. This study was based on the participants' observation of the training courses offered by Ministry of Culture (MOC). It found that the training programs did help the TSC workers transformed from labors to cultural engineers. So far the TSC is still in a conflict situation of being an organization of profit making or public welfare. With the limitation of related laws, and the negative bureaucratic behavior of company's organization hinders the passion and ideal of retrained cultural engineers.