台灣公務體系正處於傳統集體主義與現代個人主義的價值斷裂點。面對數位治理帶來的隨時待命的隱性工時，與三明治世代家庭照顧責任的雙重夾擊下，傳統鐵飯碗的穩定保障恐已不足交換文官的無限忠誠，甚至可能產生商調的體制內移民現象。社會與組織文化普遍對文官寄予平衡木上的聖者期待，要求在壓縮資源與細窄職責界線上，憑藉著神聖的公共服務動機（PSM）孤獨應對，卻忽視了文官作為人的物質與心理邊界。基於此問題意識，本研究運用工作需求—資源模型（JD-R）與資源保存理論（COR），旨在探討文官工作生活平衡（WLB）的動態形成機制，並檢驗 PSM 在其中的轉化角色。
本研究採混合方法之順序性解釋設計。第一階段運用 2025 年「第十期台灣政府文官調查（TGBS-10）」之量化數據（加權有效樣本 n=1,033），透過結構方程模型（SEM）確立變項路徑；第二階段選取 12 位具代表性文官進行深度訪談，以解釋量化數據背後的脈絡意義。
本研究歸納出四項核心發現：第一，個人特質呈現結構性疊加。壓力並非隨機分布，而是集中於「中世代」與「育有學齡前子女」者，其面臨職涯責任與家庭照顧高峰的雙重擠壓；且男性文官承受傳統養家與現代育兒的性別雙重束縛。第二，資源運作具「路徑分化」與「通道效應」。量化證實需求系統主要推升衝突（耗損路徑），而資源支持系統主要建構平衡（增益路徑）。質性發現更指出，主管是關鍵的資源通道，若缺乏主管作為守門員的許可，制度資源將難以轉化為個人助力。第三，數位時代存在心理契約違背。跨域需求雖顯著推升角色衝突，但因文官的責任內化機制，使其未立即反映於滿意度下降，形成阻斷心理抽離的隱性耗損。第四，即使具有公共服務動機，文官在衝突壓力下仍有發生防禦性保存的可能性。本研究修正了 PSM 恆定正向的觀點，在高衝突情境下，PSM 的中介緩衝效果可能因此失效，並退化為僅求免責但不求功的功能性留任，
基於上述發現，本研究主張應打破聖者迷思，回歸對文官的心理資本與邊界權利的重視。實務建議包括：建立「通訊軟體分級指引」以落實離線權、推動「主管強制代理」與「積分獎勵」以解決請假汙名，以及將友善政策延伸至 6 歲以填補政策斷層。本研究期能為建構具韌性的公務職場，提供具備理論深度與實務可行性的解方。

Taiwan’s civil service system is currently at a critical value fracture point between traditional collectivism and modern individualism. Faced with the dual pressures of "hidden working hours" brought by digital governance and the caregiving responsibilities of the "sandwich generation," the stability of the traditional "iron rice bowl" is no longer sufficient to secure the unconditional loyalty of civil servants, potentially triggering an "internal migration" phenomenon through inter-agency transfers. Social and organizational cultures often project an image of "saints on a balance beam" onto civil servants, expecting them to rely on public service motivation (PSM) to navigate narrow responsibilities and diminishing resources, while neglecting their physical and psychological boundaries. Grounded in this problem consciousness, this study utilizes the job demands-resources (JD-R) model and conservation of resources (COR) theory to explore the dynamic formation of work-life balance (WLB) and examine the transforming role of PSM.
This study adopts a mixed methods explanatory sequential design. In the first phase, quantitative data from the 2025 Taiwan Government Bureaucracy Survey (TGBS-10) (weighted effective sample n=1,033) were analyzed through structural equation modeling (SEM) to establish variable paths. In the second phase, in-depth interviews were conducted with 12 representative civil servants to explain the contextual meaning behind the quantitative data.
The research identifies four core findings: 1. Individual traits exhibit structural accumulation. Stress is concentrated in "mid-career" individuals with "preschool children," and male civil servants face a double bind between traditional breadwinning and modern parenting roles. 2. Resources operate through path differentiation and channel effects. Quantitative results confirm that the demand system drives conflict, while the resource system builds balance. Qualitative findings highlight that supervisors act as critical resource channels; without their permission, institutional resources fail to translate into personal support. 3. Psychological contract breach exists in the digital age. While cross-domain demands significantly increase role conflict, civil servants’ internalized responsibility prevents an immediate drop in satisfaction, leading to hidden depletion that blocks psychological detachment. 4. PSM may undergo defensive preservation. This study modifies the view of PSM as a constant positive force, suggesting that in high-conflict scenarios, its buffering effect may fail or degenerate into "functional retention" focused on avoiding accountability.
Based on these findings, this research advocates for breaking the "myth of the saint" and refocusing on the psychological capital and boundary rights of civil servants. Practical recommendations include: establishing communication app grading guidelines to implement the right to disconnect, promoting mandatory supervisory proxy and point rewards to eliminate leave-taking stigma, and extending family-friendly policies to age six. This study provides theoretically grounded and practically feasible solutions for constructing a resilient public service workplace.

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