| 摘要: | 在知識經濟時代，以知識資本為核心生產要素之智價型企業，已取代以土地資本、勞力資本或金融資本為核心生產要素之傳統企業。而以科技研發為主之智價企業，已成為台灣競爭力的主要來源。由於國內外對於研發專業人員職能之探討較少，因此，本研究希望藉由實證研究的程序，找出智價企業內優秀研發專業人員所應具備的能力，而應用在人力資源之甄選、訓練、發展及績效管理等相關實務上，以提昇企業之競爭力。 本研究以國內一科技研發機構為研究對象，透過文獻歸納探討、深度訪談、問卷調查及與個案公司內部主管、人力資源專家、學者討論後，先建構職能研究模型，經預試及正式施測後，再以統計分析方式予以驗證。本研究採驗證性及探索性因素分析予檢定，以主成份分析之最大變異法萃取職能題項，建構了創新與卓越、規劃與分析、團隊運作及持續學習四項職能。職能衡量題項之鑑別度具顯著性水準(p<0.001)、各職能構面之內部一致性係數（信度）介於0.87至0.93之間、四項職能與績效表現呈顯著正相關(p<0.01)。 最後，透過階層迴歸分析進一步探討年齡、教育程度、服務年資與四項職能對績效表現間的影響，結果發現年齡、教育程度與服務年資對績效表現不具顯著性影響，但職能對績效表現具顯著性影響。由此可知，職能可以有效預測績效表現，即職能表現越佳，其績效表現愈高。因此，本研究建議個案公司未來可將發展出來的職能項目及衡量題項運用於人力資源相關實務上，以提昇組織競爭力。 In today’s knowledge-based economy, traditional enterprises relying on land, labor and capital are being replaced by knowledge-creating enterprises based on knowledge capital. Knowledge-creating enterprises have become primary sources of competitiveness for Taiwan in particular, but there are relatively few studies on the competences needed by R&D personnel. Thus, this empirical study explores the required competences for outstanding R&D Professionals and discusses how the results can be applied to human resources practices such as selection, training, development and performance management, in order to increase the overall competitiveness of knowledge-creating organizations. The research sample targets an R&D institute in Taiwan. Data is collected through literature surveys, structured interviews, questionnaires, and discussions with managers of the R&D institute as well as from external consultants including HR professionals and academics. From this data a competency research model is built, and ten core competences are identified. Furthermore, pre-test and formal test are carried out through sociological statistical analysis method. Accordingly, confirmatory factor analysis and exploratory factor analysis using Principal Components Analysis are carried out to extract common factors. After data analysis, four competences are found to be significantly and positively related to job performance (p<0.01): innovation and excellence, planning and analysis, teamwork operations and continuous learning. The item analysis shows a significant level, Cronbach’s Alpha for these four dimensions of competence ranging from 0.87 to 0.93. Finally, hierarchical regression analysis is used to explore the effects of age, education level, seniority, and competences on job performance. Age, education level and seniority are found to have no significant effect on job performance, but the competences do have a significant effect. The findings indicate that the competences can effectively predict the job performance, implying that people with higher competences have higher job performance. Thus it is suggested that the competence model can be applied in the practices of human resource management to upgrade the competitiveness of organizations. |
