Research background and problems:
Process simplification, making life easier for citizens, is an indisputable trend of public governance. In recent years, both public and private sectors have been active in redesigning services, to be in tune with the needs of customers or citizens. The Taipei city government optimized the "1999 Citizen Hotline" in 2008, integrating numerous operations and services most needed by the average citizen into the "1999" One-Stop Service. The city government’s reforms have not only changed the structure and work flow of government agencies, but also led to a rapid increase of the workloads of frontline civil servants. This explosion of the number of cases the average frontline bureaucrat has to be in charge of, relative to his/her range of responsibility, has led to personal psychological and behavioural consequences. These consequences question whether the effects of the One-Stop Service are primarily positive. Past researches have overwhelmingly viewed the service positively, since the policy was analysed from the perspective of external customers. However, this simplified view of the One-Stop Service will ultimately led to policy ineffectiveness.
In light of the potential problems concerning the Taipei City Government’s One-Stop Service, the purpose of the present study is to answer the following objectives:through the integration and analysis of relevant literature, determine the effects of the One-Stop Service on the organization’s internal customers?Second,use interview case studies to determine the potential causes and factors that may influence customers within the organization?Third,provide the 1999 citizen hotline dispatching system, policy suggestions and solution strategies.
This research utilized qualitative methods to collect data. Interviews of civil servants who are service dispatchers or case undertakers were conducted. Interview subjects in bureaus and agencies, which have dealt with large quantities of "1999" cases, or were directly responsible for dealing with specific service categories of the Taipei City 1999 service, were prioritized over other government institutions. The final interview samples came from five different bureaus/agencies, with a total of 11 interviewees.
Research findings and recommendations:
The results of the study indicate that the influence of "discretion" was not as hypothesized, while "response", "work pressure", "power and responsibility division" and "human resources" all directly or indirectly exert a significant influence on frontline civil servants. Therefore, this study has provided policy advice concerning these four influences, respectively. It is suggested that when government institutions are reforming or innovating, merely evaluating the pros and cons of a policy from an external perspective is not enough. The opinions and feelings of internal customers must also be taken into account. To act with the absence of objections and feedbacks, geared only to the pursuit of success, would cause the policy to generate unwanted additional side effects.