高中、職整併相關策略之研究：以中台灣為例

On Senior High School Merger Strategies: With Special Reference to Central Taiwan

本研究旨在探討當今快速變動的社會環境中，高級中等學校的整併策略。快速變動環境因素包括了政府政策、多元化發展、課程改革、經濟，以及社會等。少子化是這些因素中影響21世紀已開發中國家，例如：日本、台灣、俄羅斯、波蘭、捷克等國家的重大社會議題。在台灣，少子化不但反映在人口結構的變化，也導致社會資源的重新分配，並對既有的機制運行造成衝擊。以教育單位為例，學生來源減少，學校單位須做因應及調整，是故減班、整併或廢校的議題隨之而來。本研究經由專家訪談，歸納高等教育整併成敗的關鍵因素及對高級中等學校整併的意見，再據此設計自填式問卷，針對台灣中部五縣市高中職教職員工，施以問卷調查。本研究共發出828份問卷，可用問卷601份。經資料分析後發現，大多數受試者對高級中等學校整併持肯定看法，建議學校整併可參考學校效率、師資結構、教學設備、教育功能之發揮，並考慮弱勢地區學生就學需求。整併前應詳估環境需要，擬定計畫；整併中要成立整併推動小組加強溝通、協調以化解抗拒並保障員工權益；整併後需發揮整合功能。

As the trend of declining childbirth rate has become a major issue in the twentyfirst century in many countries such as Japan， Taiwan， Russia， Poland， Czech， and Slovakia， the phenomenon not only affects changes in the population structure but also causes a re-distribution of social resources， which inevitably has a significant impact on the current social resource distribution mechanism. Take educational system as an example， when student population declines， school authorities must take necessary measures accordingly by cutting down class number， merging schools， or even closing down certain schools. In view of current social impacts on the educational systems in Taiwan， this study aims to explore the merger strategies of senior high schools as one of the possible solutions. We interviewed some related experts who had recent experiences in school mergers， and constructed a self-administered questionnaire that was distributed to selected senior and vocational high school faculty and staff members in five cities and counties in central Taiwan in order to poll their perspectives on the school merger issues. In this study， 828 copies of the questionnaire were distributed， of which 601 were usable. After data analysis， the study found that most participants held a positive view about the school merger as a solution， but the guiding principles should consider factors such as equal educational right of students， synergy of school merger， and comprehensive manpower reorganization plan after school merger. Furthermore， the merger should be implemented in stages. Before the merger， a comprehensive merger plan should be published. During the merger， a merger action committee should be formed to coordinate merger activities and clearly state the progress in order to minimize the resistance to change， and to ensure that workers’ rights are protected. And after the merger， the merger project should be assessed and timely governmental aids should be provided to help the newly-merged school to function properly and to maximize the synergy of the merger. With this study， we have drawn four conclusions and made some suggestions for further studies.