| 摘要: | 近年來，高度變化的潮流趨勢，對於銀行業而言，外商的進入，讓原本已經水深火熱的戰場越演愈盛，如何脫穎而出，打出一場漂亮的勝戰，決勝關鍵在於各家的關鍵人才，這些人才通常就是指公司的管理人員，尤其是高、中階管理者，他們珍貴（Value）、稀少（Rare）、難以複製或模仿（Imperfectly replicable and imitable）的能力將是組織競爭優勢的來源。 本研究以某商業銀行為研究對象，利用功能學派的觀點為主，採用Sevy, Olson, McGuire, Fraser & Paajanen（1985）所發展出管理職能的衡量構面MSP為主要架構，加以修正彙整七大構面作為量表訪談的初稿，經過個案公司高、中階主管深度訪談，發展初步的管理職能評鑑量表，並經過專家會議內容效度的評鑑，發展為本研究的研究量表。量表發放以自評、主管評、同事評270度評估的方法，高階主管發放133份、中階348份，刪除填答不完整量表14份，共計有效量表為459份，量表有效回收率為95.43％。 迴歸分析結果指出，策略規劃、視野宏觀、資源統合、目標貫徹與執行、部屬培育等五職能可以有效的預測主管績效，並以部屬培育最能有效解釋高階主管之績效表現；中階主管部分，發現關懷激勵、以身作則、問題決斷、資源統合、目標貫徹與執行、部屬培育等六職能對中階主管績效有影響，並以問題決斷、資源統合最能有效解釋中階主管之績效表現。 Recently, the trend changes rapidly. On the part of banking, the participation of foreign business company that makes the battlefield has been more and more difficult. How to win the battle? The key is person who usually means managers, especially, high-level and mid-level executives. The ability of value, rare, imperfectly replicable and imitable will be the recourse of organization competition strength. The subject of the study is for a business bank. The main framework is to adopt Sevy, Olson, MAcGuire, Fraser & Paajanen(1985) who develop MSP of competence then revise and collect the seven aspects to draft. After deeply interviewing executives of the case company that develop a basic management competence assess questionnaire. Finally, to develop the assess questionnaire of the study after processing expert conference. The results of regression analysis indicate that strategy planning, macroscopic view, resource allocation and integration, purposes implement, subordinate development and education that can forecast executive performance. Especially, subordinate development and education can effectively explain the performance of high-level executive. For middle-level executive, care encourage, be a self-management example, problems decision and discretion, resource allocation and integration, purposes implement, and subordinate development and education that can affect their performance. Especially, problems decision and discretion can effectively explain performance of middle-level executive. |
