請用此 Handle URI 來引用此文件: http://hdl.handle.net/11455/25109
標題: 探討職能模型的導入與評量
The Study of Competency Model Implement and Assessment
作者: 陳佳君
Chen, Chia-Chun
關鍵字: 職能
competency
360度回饋
外派人員
360 degree feedback
expatriate
出版社: 高階經理人碩士在職專班
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摘要: 本研究的目的,除希望能完整探討個案公司核心、管理及專業職能模型的導入與評量過程,提供未來相關傳統企業於職能導入與評量過程的參考外,亦進行台灣企業母公司主管與外派主管間的職能差異比較,希冀從中了解台灣母公司主管與外派主管間之職能差異情形,以協助個案公司或是相關公司於未來在思考招募甄選、教育訓練、人才發展、職涯發展等後續的職能應用議題上,能針對台灣主管及外派主管的職能需求,而有不同的因應措施。 本研究採用回溯法,探討個案公司職能模型導入與評量的歷程,主要分為兩階段,第一階段主要探討個案公司職能模型的發展、導入過程,第二階段主要探討個案公司職能評鑑量表的編製與360度回饋評量歷程與結果。研究結果發現:(一)職能發展專案小組的設立,將有助於職能模型的導入與評量。(二)職能模型的發展主要係透過公司經營使命、核心價值、願景的確認,策略及關鍵成功因素的訂定與探討,並佐以公司經理人對公司經營及同仁的想法與期待發展而來。(三)依據個案研究發現,外派主管於各職能項目之平均數皆高於母公司主管,經統計檢定發現兩類主管間於核心職能及管理職能構面間存在有顯著差異,且管理職能構面差異較核心職能構面差異更為顯著,而專業職能構面則不存在有明顯的差異。 根據上述之研究結果,本研究建議,企業在導入職能模型及評量時,應建立由內、外部人員所共同組成的職能發展專案小組,並透過持續的宣導與內部溝通,消除同仁疑慮,以利企業進行職能的發展;另建議未來企業在進行台灣母公司主管與外派主管的職能發展上,應多加了解兩類主管間的差異情形,並依據職能需求給予不同的發展,尤其於管理職能上應被更強調。
The purpose of this paper will focus on how to recruit the seniors from parent company and expatriation based on differences from job competency. This competency assessment model will help traditional corporate to implement and assess the job competency in the future. Besides, it also can assist case company or related companies to consider HR issues that related to the implication of competency during the process, such as recruitment and selection, training and talent development, career development etc. Thereafter, corporate should adopt different practices for implementation, base on the competency requirement between the seniors from parent company and expatriation. Retrospective analysis was be used in this study, it researches the implementation and assessment of the competency assessment model process. In the first phrase, the study focuses on the development and implementation of the competency model. In the second phrase, it focuses on how to build up the content of the competency assessment questionnaire, the process and result of 360 degree competency assessment. There are three findings in this study: 1. Competency development project team helps to implement and assess the competency model. 2. The competency model is mainly developed by the confirmation of business mission, core value, vision and the exploration of strategy and key success factor from the company. Besides, it also refers to the thinking and expectancy from seniors and staffs. 3. The average of each competency item from senior expatriates is higher than those from parent company. From the statistical test, differences from those two groups in core and management competency are significant. Moreover, the difference in management competency is more significant than core competency, but functional competency is not significant. Based upon the result, the study suggests that competency development project team should be formed by inside and outside of the company. This project team should keep advocate and communicate internally to dismiss the doubt from staffs in order to help the company develop the competency. Besides, the company should focus on the differences of competency between those two groups, and offer different practices base on the competency requirement, especially in management competency.
URI: http://hdl.handle.net/11455/25109
其他識別: U0005-2308201210341300
文章連結: http://www.airitilibrary.com/Publication/alDetailedMesh1?DocID=U0005-2308201210341300
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