| 摘要: | 本研究旨在探討托育機構所長經營困境、因應策略及經營成效。本研究以台北縣29個鄉鎮市立案之私立托育機構所長為調查對象 (以下簡稱所長)，共發出390份調查問卷；回收275份；有效問卷240份，經SPSS統計作次數分配，平均數，百分比、卡方分配、F檢定，
再依據文獻資料及問卷調查結果作結論，並提出研究建議與實務建議，供政府官員與托育機構參考，歸納結論摘要如下：
一、台北縣私立托兒所所長的最大困境與次大困境是；招生競爭壓力與配合政府政策困擾，八成以上的台北縣私立托育機構所長，認為有招生競爭壓力，而且認為「公私立學雜費相距太大，無法公平競爭」與「財務困難，硬體設施不足」是造成招生競爭壓力的主因與次要原因。七成以上所長認為有配合政府政策的困擾，而且認為「計劃隨興，缺乏配套措施」與「公立觀念，輕忽私立運作」及「公帑優勢，忽略成本」是造此一困擾的主因與次要原因。其因應策略，大部份所長認為「積極參與修法，確保私立機構權益」最多；其次，為「私立機構聯盟，影響政策擬定」或「依法力爭自主，堅拒偏頗政策」。
二、台北縣私立托育機構面對困境之主要因應策略，在招生經
營困境的因應策略，大部份所長認為「提升服務品質，使學生家長認同」最多，其次為「發展機構特色，提供舒適及安全環境」；再次為「重視行銷規劃宣傳，確立招生機制，塑造良好形象」。
在財務困窘的因應策略，大部份所長認為運用「聯合私立機構，爭取共享國家資源」，其次為「與相關教育事業策略聯盟，增加多元收入」或者「財管權責適度下放，經費運用彈性自主化」。
在師資經營困擾的因應策略，大部份所長認為以「強化團隊行動的價值觀」最多；其次，為「加強責任分工講習」或「全體教職員共協自律」，再次，為「建構合格師資養成制度」。
在配合政府政策困擾的因應策略中，大部份所長認為「積極參與修法，確保私立機構權益」最多；其次，為「私立機構聯盟，影響政策擬定」或「依法力爭自主，堅拒偏頗政策」。
三、台北縣私立托育機構經營成效普遍在各個向度「幼教歷程」、「教職員管理」、「家長關係」、「所長領導」、「經營成效與效率」、「策略規劃」、「資訊分析與資訊管理」及經營成效整體之自評分數上，普遍在平均水準之上。
四、 研究建議：從本研究歷程與實證演繹分析中認為本研究之發現有所不足，故提出以下研究建議，供後續研究者之參考。
縱向延伸研究對象，強化研究之代表性，本研究之問卷調查對象僅私立托兒所所長為主，故代表性尚無法涵蓋整體托育機構，後續研究者若能縱向延伸豐富抽樣對象，將有助於強化研究的代表性。
橫向擴大地理範圍，擴大研究之代表性，本研究之地理範圍為台北縣之各鄉鎮市區，且經由排除較偏遠之鄉區後之29個鄉鎮市區中抽樣，故無法完全代表全國性，後續研究者若能橫向擴大抽樣範圍，亦將有助於強化研究之代表性。
五、建置適合幼教機構的經營指標或研究量表 本研究之所引用之相關困境與因應策略問卷題目，係參照非幼教機構之研究資料，並加以修改套用，後續研究者若能依據幼教實況自編出較符合幼教機構實情之研究量表，將有助於研究的創新發現。
六、實務建議：由研究結果可發現，台北縣私立托育機構大多數的所長面臨了招生競爭的壓力與配合政府政策困擾的兩大困境，針對此兩大困境，研究者提出以下五點建議，作為業界之參考。
〈一〉、導入企業管理實務，規劃行銷策略，提升品牌價值
〈二〉、提升服務品質，讓家長認同
〈三〉、聯合私立機構，爭取共享國家資源
〈四〉、強化團隊行動的價值觀
〈五〉、積極參與修法，確保私立機構權益
關鍵詞：托育機構、托育成效、托育困境、因應策略
The purpose of this research is discussing the difficulties of running a pre-school institution, the strategy and how it works. The research takes 29 Taipei County’s village and town private pre-school organization’s principles as object and sends 390 questionnaires; collects 275 backs, and 240 questionnaires are effective. Through the SPSS statistics system, analysis the frequency distribution, average, percentage, chi-square formula, F test. According to documents and the result of surveys, the research makes a conclusion to discuss. Moreover, the research comes up with the conclusion according to the questionnaires and documentations and provides academic and practical suggestions for government and pre-school institutions. The compendious conclusion is listed as follow:
1. The pressure of competitive recruitment and the difficulties of cooperating with government’s policies are the major and the secondary difficulties of being a pre-school principal in Taipei County. Above eighty-percent of private pre-school principals in Taipei County think the competitive recruitment does exist and the tuition between private and public pre-school is extremely different. The “unfair competition” and “financial problem, insufficiency of hardware facilities” are the major and the secondary reasons. Above seventy-percent of principals consider that cooperating with government’s policies as difficulties. Most of them think “the policies lack consideration and supplementary measure”, “public conception ignores private pre-school’s operation”, and “advantage of public treasury ignores the prime cost” are the major and the secondary reasons. Most principal think “participate in modifying law actively, ensure the private institution’s right” is the major solution. Then, the secondary is “Unite the private institutions to effect the legislation of policy”, and “strive for independent and insistently reject partial policy ”.
2. Most of pre-school principals suggest the following methods to solve the difficulties of enrolling new students. First, “enhance the quality of service to gain parent’s appreciation”. Second, “ develop school’s own characteristic and provide comfortable and safe environment for students”. Third, “put weight to make plan for advertisement and marketing, establishing the system of enrolling new students and develop well image”.
For the shortage of finance, most principals suggest that “unite the private institutions to strive for sharing government wealth.” Second, “unite with the relative educational institutions to bring in multiple incomes.” Third, “give the financial management to subordinate appropriately and make the financial management more flexible”.
For the difficulties of teacher’s management, most of principals suggests to “Participating in legislation actively to ensure the rights for pre-school”. Second, some principals also suggest that “pre-schools should form an alliance to influence the law” or “refuse any partial law and fight for independency.”
3. Most private kindergarten institutions in Taipei County have fulfilled early childhood education evaluation in many aspects, such as “Early Childhood Education Experiences,” “Faculties’ Management,” “Parents’ Interaction,” “Principal’s Leadership,” “Efficiency and Performance,” “Executive Approach,” and “Information Analysis and Management.” As a whole, these institutes’ efficiency and performances are generally above average.
4.Researchers suggest that readers should extend research object, enforce the research validation to make amend for the shortage of this paper. The objects of this survey are mainly private pre-school principals. Therefore, the research can not represent the whole early children education institutions.
Extend to geographical scope and representations. This research’s geographical scope is Taipei county and had eliminated 29 remote districts Therefore, this research can not represent the whole situation in Tauwan.
5. Form economic indicators and research scales which are suitable for children education institutions. The questionnaires this research paper used is refer to the research deta which are not related to pre-school institution. Therefore, if the researchers can make the scale which is more suitable for children’s educational institutions, it will help to find more new ideas.
6. Practical advice: According the result of this research paper, most of preschool principal face two difficulties. First is the pressure of enrolling new students. Second is the difficulty of cooperating with government’s policies. Researcher provides the following suggestions for the industry to consult:
1. Develop businesses management, plan marketing strategy and enhance brand value.
2. Enhance the quality of services to gain the parent’s trust.
3. Unite private institutions to strive for sharing government’s wealth together.
4. Enforce the value of team cooperating.
5. Participating in amending the law actively to ensure the right of private institutions.
Keywords : child care institutions, effectiveness of child care,
difficulties of child care, coping strategies |
