熟悉公部門運作者一定瞭解，在公務人員的日常業務工作中，經常會有許多「非例行性」（non-routine）的事件發生，需要公務同仁盡快回應和處理。這些非例行性業務在公部門中，不僅為機關首長及同仁所在意與重視，同時更佔據了多數的工作時間，甚至是排擠了公務同仁投注在例行性業務上的心力。但，弔詭的是，對於這些充斥在公務人員生活中非例行性業務的處理，除實務上未必有合適的評價機制來正視並獎償在過程中付出心力的同仁，在學術上亦鮮少受到過往研究的關注，不僅形成一研究缺口，同時造成實務者對於現行管理制度脫離實情的批評。為填補此一研究空隙，本研究期望透過實證性研究，嘗試回答以下兩大研究問題：第一，相較於具有例行性指標的業務而言，非例行性業務的處理與績效表現，對於公務人員日常的工作實情，是否更具壓力和影響性？第二，面對非例行性績效業務時，身處現行績效體制的公務機關，如何詮釋非例行性績效業務對現行業務的影響？為回答上述研究問題，本研究透過文獻彙整及深度訪談蒐羅在公務機關中經常發生之非例行性事件及業務，並將其與現行機關績效評核制度中之例行性績效業務二者併陳；再透過層級分析法進行前述二類績效業務的相對重要性比較，並輔以訪談法，探究重要性排序結果背後所反映的真實原因。透過公部門實務同仁對於例行和非例行性績效業務之權重比較，發現非例行性業務與例行性業務相比重要性並不低，同時也證實了非例行性業務在公務部門日常業務的運作上是真實存在，具有一定程度的重要性且不容忽視。其次，不同業務屬性之角色，如機關屬性、人員職務層級等差異，對各項業務重視程度亦有所不同。最後，公務同仁在面對兩種類型的績效業務，亦有不同的回應方式，亦即當非例行性業務來臨時，公務同仁常會選擇優先處理較急迫的非例行性業務。

Practitioners and scholars who are familiar with the daily operation of public organizations know that the non-routine tasks, such as responses to 1999 hotline requests or councilmen’s inquiries, are quite prevalent in the public sector’s workplaces. The non-routine tasks not only emerge unexpectedly but also occupy organizational members’ regular time for their routine works. Besides, it is stressful for public employees as they encounter these unexpected non-routine tasks. Ironically, the study of non-routine tasks is overlooked in public administration scholarship. To fill this research gap, the present study aims to answer the following two questions: First, would public employees undergo more pressure in working with non-routine tasks in contrast to those routine and measurable tasks? And, how do they consider the importance between the non-routine and routine tasks? Second, how do public employees deal with the situation while the non-routine and routine tasks come to their desk simultaneously? To answer the research questions, this study used two-round in-depth interviews and the Analytic Hierarchy Process (AHP) technique as main methods. Regarding the importance of routine and non-routine tasks, public employees weighted non-routine tasks quite equally to their routine works. Moreover, the results of this study point out that the non-routine tasks do really exist in the public sector while we do not have any valid measure to assess members’ performance as well as to recognize their efforts on those non-routine tasks. Also, this study finds that different subjects, such as performance evaluation department vs. professional business departments or supervisors vs. subordinates, have different viewpoints about routine and non-routine tasks. Finally, the non-routine and routine tasks are treated differently by public employees. They may give priority to the emergent non-routine tasks and address their routine works later after the regular working time. Based upon the findings of this study, it is pinpointed that the negative influence of and the pressure comes from the non-routine tasks should be taken into account seriously and needs more academic attention on this issue.