管理職能模型之建置—以H公司為例

NCUIR > School of Management at National Central University > Executive Master of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/85515

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/85515

Title:	管理職能模型之建置—以H公司為例
Authors:	張美月;Chang, Mei-Yueh
Contributors:	人力資源管理研究所在職專班
Keywords:	管理職能;職能模型;職能;Management Competency;Competency Model;Competency
Date:	2021-06-11
Issue Date:	2021-12-07 10:54:28 (UTC+8)
Publisher:	國立中央大學
Abstract:	本研究之探討對象為個案公司管理階層主管，依研究目的及工作內容，透過文獻整理與職能相關研究之理論基礎與實務，在充分瞭解個案公司之經營理念及經營現況後，與主管進行深度訪談，過程中以「行為事例訪談法」方式，對於職能構面之行為描述，反應出實際工作狀況。再透過相關職能辭典之資料，建立符合個案公司之職能項目問卷，調查並收集相關職能之可量化資料，與行為事例訪談相呼應，最後經由個案公司之高階主管逐一檢視每項管理職能之關鍵行為指標，彙整成為個案公司之管理職能模型。本研究建立個案公司之高階主管10項管理職能及關鍵行為指標，中階基層主管8項管理職能及關鍵行為指標，最終之建議可提供人力資源部門進行後續「招募甄選、360度績效評核、教育訓練、接班人計畫、職涯發展規劃及晉升（升遷）」作業等之參考依據。;The subject of this research is about the management executives of the case company. According the research purpose and work content, through the literature compilation and the theoretical basis and practice of functional related research, after realizing the case company’s business philosophy and current operating conditions, and discussed with the supervisors. In the process, the behavior description of the functional aspect reflects the actual work situation in the way of "behavior case interview method". Then use the data of the relevant function dictionaries which establish a questionnaire that meet the function of the case company, then investigate and collect quantifiable data about the relevant functions, echo with the behavior case interviews, and finally review the key behaviors of each management function through the senior executives of the case company. The indicators are finally built the management Competency model of the case company. This study establishes 10 management competencies and key behavior indicators for the high-level supervisor of the case company, and 8 management competencies and key behavior indicators for middle-level or grass-roots executives. The final recommendations can be provided to the human resources department can follow-up：Recruitment and Selection, 360-Degree Performance Evaluation, Reference Basis for Training, Succession Planning, Career Development Planning, and Promotion Tasks.
Appears in Collections:	[Executive Master of Human Resource Management] Electronic Thesis & Dissertation

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