「大学博物館」における、ミッション・ビジョンを達成するための
「人材マネジメント」のあり方を調査、分析、検証する基礎的研究

There are no full-time cura­tors employed at Joshibi Uni­ver­sity of Art and Design Art Museum. Hir­ing cura­tors as fixed-term employee cause apparent negative effect on museum operation because of dif­fi­culty not only in handing over of accu­mu­lated findings of the collection but also in long-term planning of exhi­bi­tions. For these reasons, this museum tried to hire full-time cura­tors twice before in the past.

In addi­tion to the cura­tors, routine rotation of the office workers makes the development of common understanding and handover of man­age­ment situation and process dif­fi­cult. It became evident that they are not facing a shortage of human resources but continuous securing of human resources is a major issue.

From the online ques­tionnaire survey, the answers seemed different depending on the answerers’ posi­tion in their organization (cura­tor or office worker). Thanks to interviewer Fujita, who is a member of this research and working at this Museum as a cura­tor, we could bring detail to light from this interview.

At Tokyo Uni­ver­sity of Science(TUS), there are 4 uni­ver­sity museums, Museum of Science, TUS at Kagurazaka Campus, Mathematical Experience Plaza, MathSci Experience Center, TUS at Noda Campus, and The Science Dojo. Ms. Oishi is mainly in charge of Museum of Science and MathSci Experience Center and cur­rently working on a project to convey the world of science to soci­ety through study, preservation and exhi­bi­tion of the collection of calculators.

There are three staff in their museum, but the key is the participation of the students. Three students are hired and assigned to provide explanations as “student staff” at Museum of Science, 10 student staff are trained as “instructor” and involved in various projects including exhi­bi­tion explanation at MathSci Experience Center. It was found that the man­age­ment task is wide-ranging such as cultivating students’ ability to serve and communicate with the visitors, to research, and planning exhi­bi­tions and preserving the collection of calculators.

Ms. Oishi told us that the chal­lenge is the handover from staff and student staff to their successor and their cultivation. It is necessary to address HRM over the long term in order to continue the system of training students (that change every year) to become excellent interpreters and have them work at science museums.

UEC Museum of Com­mu­ni­ca­tions responded that they have 28 staff in the online ques­tionnaire survey. It was the largest number among the survey results. Therefore, we asked them its breakdown, eight were full-time employees and two of them were in charge of the museum, the rest 20 were volunteers.

Volunteer staff consists of graduates and engineers from telecom­mu­ni­ca­tion field officially entrusted by the uni­ver­sity president, and mainly responsible for research and study, visitor guidance of preserved materials such as electrical, telecom­mu­ni­ca­tions, broadcasting-related machinery, and organizing and preserving exhibits.

It is necessary to secure a wide range of human resources to cover the entire development process from its dawn of the history of telecom­mu­ni­ca­tions technology, it became clear that their cur­rent human resource man­age­ment system, involving professional volunteers is successfully func­tioning and the museum activ­i­ties have been carried out. How­ever, we also found that the continuous securing of human resources with the skill of preservation and restoration of materials and the development of human resources in charge of education and public pro­grams still remain as issues to overcome.