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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/76428


    Title: 主管管理職能評鑑與驗證-以A公司為例;Evaluation and Verification of Supervisory Management Competency Take A Company as an Example
    Authors: 徐瑀嬪;Hsu, Yu-Pin
    Contributors: 人力資源管理研究所在職專班
    Keywords: 管理職能;主管;績效;職能量表;三百六十度回饋;Management competency;supervisors;performance;competency scales;360-degree feedback
    Date: 2018-06-22
    Issue Date: 2018-08-31 11:09:26 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 本研究是以一家台灣電子連接器製造公司為研究對象,在當今快速變遷的競爭環境中,企業成敗的關鍵就是人才,尤其是管理階層的人才,本研究即以個案公司各階層主管所需具備的核心管理職能構面與量表,予以驗證其是否適合公司主管的核心管理職能量表,檢視各項職能構面是否對於各級主管的績效表現有積極的影響力。

    本研究以個案公司高階主管、中階主管以及基層主管共109名為研究對象,透過360度的回饋方式進行,包括自我評核、主管、同儕及部屬評核。在三個階層主管中,總體職能水平分析結果,部屬評的分數均高於其他評估來源,而主管評分數則略顯低分。在信度分析方面,Alpha 值均大於0.70 以上,高階主管因樣本數較少,故以大於0.6為標準,研究顯示各階層主管所發展之量表具有良好的信度,內部一致性高。在相關分析部分,大部分職能項目均達顯著正相關。最後經由迴歸分析,檢驗出個案公司所建構的職能量表與各階層主管的工作績效呈現正向影響。

    在高階主管方面,六項職能中以策略規劃與成果導向二項職能對績效表現影響效果最明顯,中階主管則是六項職能對績效的影響皆達到顯著正相關,尤其是部屬指導與執行力二項最顯著,基層主管以認真可靠、團隊領導與問題解決三項職能對績效表現影響較明顯。

    藉由此管理職能模型之應用,可以了解各層主管具有優勢與劣勢的管理職能構面為何,據以作為未來個案公司針對主管人員在人才招聘或人才管理發展上的評估與運用。

    ;This study is based on a Taiwanese electronic connector manufacturer as the research object. In this rapidly moving competitive environment, the key to the success or failure of enterprises is depending on the talented person, especially the managerial talents. This case study is the core of the needs of various levels for the companies. The management competency facets and scales are to be verified to make sure if it’s suitable for the company′s core management competency scale, and to inspect whether each competency facet has a positive influence on the performance of the supervisors at all levels.
    In this case study, the senior, mid-level and grassroots supervisors of the companies have total 109 employees under the research, they were conducted through a 360-degree feedback which including self-rating, assessment based on supervisors, peers, and subordinates. Among the three levels of supervisors, the overall competency’s level analysis the result shows that the scores from the subordinate evaluations were higher than the other evaluation sources while the supervisor scores were slightly lower. In terms of reliability analysis, the Alpha values are all greater than 0.70. Since the sample numbers of the senior supervisors are less, the number of samples is based on 0.6 and above. The study shows that the internal scales developed by supervisors of all classes have high internal consistency and good reliability. In the correlation analysis, most of the competency items are significantly positively correlated. Finally, through a regression analysis, it was tested that the competency scale constructed by the case company and the job performance of the supervisors of each classes had a positive influence.
    Among senior supervisors, the six competency facets have strategic planning and results orientation are the most significant impact on performance. The middle-level supervisors have six competency are all reached significant and positive correlations with the performance. In particular, coaching and executive ability are the two most significant, the grassroots supervisors have three functions, conscientiousness and reliability, team leadership, and problem solving are the most significant with the performance.
    Through the application of this management competency model, it is clearly to understand that the management competency of each levels of the manager′s strengths and weaknesses, then use it as a base for future case companies to evaluate and use executives for talent recruitment or talent management development.
    Appears in Collections:[人力資源管理研究所碩士在職專班 ] 博碩士論文

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