中央行政機關國會聯絡人養成之研究：以師徒制視角為觀察起點

A Study of Legislative Liaisons’Training in Central Government: From the Perspective of the Metor-ProtégéRelationship

過去台灣對於國會聯絡人的研究，多屬國會聯絡人所發揮的功能及扮演的角色，或是相關工作績效的評估，而缺乏針對國會聯絡人養成過程的討論。因此，本文以國會聯絡人養成訓練多所採用的「師徒制」為研究主題，透過深度訪談法為主，輔以文獻分析法及參與觀察法的質性研究，對八個機關共十六位資淺和資深之國會聯絡人為研究對象，期能一窺國會聯絡人養成之梗概。
本研究的結論主要有三點：其一，行政機關在新進的國會聯絡人，透過資深同仁擔任師父角色的經驗傳授，徒弟有了遵循準則，且師父好的行為表現轉移徒弟身上，國會聯絡工作易上手；但徒弟必須有積極進取的態度及不能一昧承襲，必須隨環境改變做法，才能順利完成任務。其二，師徒在互相教導與學習過程中，因為滿足雙方的需求而效果良好，從而以工作績效易獲得升遷機會與好名聲，並將此關係形成傳承教導與學習的風氣；但若師徒之間特質及能力無法契合，教導與學習效果降低，會對自己與組織造成負面影響。其三，在樂於知識分享的組織文化下，組織成員無法透過言語表達的默會知識得以透過「做中學」方式傳遞，共同為組織良好績效努力。

In the past, studies of legislative liaison are mostly focusing on the function of the works and the effectiveness of these efforts. In this research, a new perspective of educating legislative liaisons will be pursuited. Under the Constitutional system of check-and-balance, maintaining a smooth legislative-executive relationship is a prerequisite for good governance. And, the recruiting and training of legislative liaisons are the essential part of building functioning legislative-executive relstionship. We adopt the theory of metor-protégéto do the research.
Mainly the methods of literature review, in-depth interview and participant observation are utilized in this study. We select eight executive agencies with sixteen liaisons with senior and junior in pairs to be interviewed. In the past, the obscure nature of liaison job capacity development in the past is unveiled through these information collecting methods.
As a result, this research offers three main conclusions. First, through metor-protégérelationship, junior liaisons can follow the guidance of his or her metors and inherit the truthworthiness work relationship from the senior liaisons. However, certain degree of freedom should be kept to adopt to the changing situation. Second, there is an interpersonal fitness between metor and protégéneeded to be established before good work performance and better promotion opportunities can be realized. Lastly, under a cultural of learning organization, those tacit knowledge can be learned by just doing the daily case works. However, the problem of hidden information is one of the casues should be avoided, otherwise the effectiveness of organizational liaison works can not be revealed easily.