主管管理職能評鑑與驗證-以A公司為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：10

、訪客IP：3.144.187.103

姓名

徐瑀嬪(Yu-Pin Hsu) 查詢紙本館藏

畢業系所

人力資源管理研究所在職專班

論文名稱

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)

相關論文

★ 傳統食品業之轉型與品質升級策略探討-以P公司為例	★ 航空器維修訓練調整策略探討-以C公司為例
★ 企業社會責任ヽ內控內稽制度措施的探討-以T銀行為例	★ 人力資源部門客戶服務代表角色與功能探討-以某科技公司為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

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。

摘要(英)

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.

關鍵字(中)

★ 管理職能
★ 主管
★ 績效
★ 職能量表
★ 三百六十度回饋

關鍵字(英)

★ Management competency
★ supervisors
★ performance
★ competency scales
★ 360-degree feedback

論文目次

第一章緒論 1
第一節研究背景 1
第二節研究動機 1
第三節研究目的 2
第二章文獻探討 3
第一節職能的定義與內涵 3
第二節管理者的定義與角色 8
第三節管理職能的意義與內涵 11
第四節管理職能評估方法 17
第五節管理職能與績效的關聯 20
第三章研究方法 23
第一節個案公司簡介 23
第二節研究背景 24
第三節研究對象 26
第四節研究流程 26
第五節管理職能模型確認 29
第六節量表問卷題項編制 32
第七節資料分析方法 36
第四章研究結果 38
第一節樣本特性分析 38
第二節敘述統計分析 41
第三節管理職能之信度分析 46
第四節相關性分析 48
第五節迴歸分析 54
第五章結論與建議 62
第一節研究結果 62
第二節研究限制 66
第三節研究建議 67
參考文獻 70

參考文獻

一、中文部分
1. 石博仁，管理職能實務：超過1,500場次輔導培訓實戰經驗，揚智出版，2011。
2. 吳秉恩，分享式人力資源管理，台北市，翰蘆圖書出版有限公司，1999。
3. 吳昭德，「基層主管職能量表之建立與驗證-以某化工公司為例」。國立中央大學，人力資源管理研究所碩士論文，2002。
4. 李聲吼，人力資源發展的能力內涵，就業與訓練，15(2)：51-58，1997。
5. 村上良三著、陳文光譯，人事考核手冊-制度設計與運用，台華工商圖書出版公司，1988。
6. 林惠霞，「台北市政府主管人員管理才能發展需求評估之研究－美國聯邦管理才能架構應用於我國之分析」，國立中興大學，公共政策研究所未出版之碩士論文，1996。
7. 洪明洲，管理：個案、理論、辯證，前程文化出版，1999。
8. 張裕隆，「360 度評鑑」與「心理測驗」之發展及信效度之比較分析研究－以「管理才能為基礎」。國科會專題研究計劃，2001。
9. 張裕隆，我國「管理才能評鑑工具」發展及信效度分析研究計畫，國科會專題研究計劃，1998。
10. 連接器產業價值鏈資訊平台，證券櫃檯買賣中心，2017。
取自:http://ic.tpex.org.tw/introduce.php?ic=K000
11. 陳文堂，「業務人員職能評鑑 360 度回饋對受評者態度之影響—以某外商藥廠為例」，國立中央大學，人力資源管理研究所碩士論文，2005。
12. 陳玉山，「能力基礎途徑應用在人力資源管理之研究—個人，工作及環境之整合」，台北國立政治大學，公共行政研究所未出版之碩士論文，1997。
13. 劉亦倫，「影響高、中階主管績效的職能因素探討－以某銀行為例」，國立中央大學，人力資源管理研究所碩士論文，2007。
14. 鄧國宏，「主管管理才能評鑑量表之建立與信、效度分析-以某商銀為例」，國立中央大學，人力資源管理研究所未出版之碩士論文，2000。
15. 鄭晉昌、劉曉雯、林俊宏、陳春希，「多向度之管理職能評鑑與主管級員工績效及績效改善之關係：一項結合橫貫面與縱貫面之研究」，人力資源管理學報，6(4)，3頁，2006。
16. 羅宗惠、紀昭吟主編，電子零組件產業年鑑(工研院 IEK)，工研院產業經濟與趨勢研究中心，2015。

二、英文部分
1. Athey, R. Timothy & Orth, S. Michael, 1999.“Emerging competency methods for the future”, Human Resource Management,38(3)：215-226
2. Boyatzis, D., 1982. “The Competence Manager: A Model for Effective Performance”, N.Y.: John Wiley & Son.
3. Becker, T. E., & Klimoski, R. J., (1989). “A field study of the relationship between the organizational feedback environment and performance”, Personnel Psychology, pp.343-358.
4. Bernardin, H. J.(1986).“Subordinate appraisal: A valuable source of information about managers”. Human Resource Management, 25(3), 39-60.
5. Bernardin, H. J.(1987).“Can subordinate appraisals enhance managerial productivity?” Sloan Management Review, 28(4), 63-74.
6. Cofsky, K.M., 1993.“Critical keys to competency-based pay”, Compensation and Benefits Review, 25(6)：46-52.
7. Catano, V.M., 1998.“Appendix 1: Competencies: A review of the literature and bibliography”. Canadian council of human resources Association.（Online）Available: http://www.chrpcanada.com/en/phaseIreport/appendix.asp（2007,November 15）
8. Cascio, W. F., (1995). Managing Human Resources, N.Y.: McGraw-Hill.
9. Cascio, W.F., (1998).Applied Psychology in Personnel Management. NJ: Prentice- Hall
10. DeCotiis , Thomas A. & Dyer , Lee, 1979.“Defining and Measuring Project
Performance“, Research Management, January, pp.17-22.
11. Cardy R. L. & Selvarajan T. T. (2006).“Competencies: Alternative Frameworks
for Competitive Advantage“, Business Horizons 49, 235–245.
12. Hyton, J.C.,& Kelly, D. J.(2006).“A competency-based framework for promoting corporate entrepreneurship”. Human Resource Management, 45(3), 407-427
13. Jackson, S. E. & Schuler, R. S., 2003. Managing Human Resources through Strategic Partnerships, 8th ed., South-Western, Mason, OH.
14. Klein, A.L., 1996.“Compensation and Benefits Review”. Saranac Lake, 28(4), 31
15. Ledford, G. E., 1995.“Paying for The Skill, Knowledge, and Competencies of
Knowledge Workers”. Compensation and Benefits Review, 27(4), 55-62.
16. Landy,F.,&Farr,J.,(1980)“Performance rating”, Psychological Bulletin, 87(1),72-107.
17. McClelland,D.C., 1973.“Testing for competence rather than for intelligence”, American Psychologist, 28(1)：1-24.
18. McLagan,P. A.,1980.“Competency Model”.Training & Development Journal,34(12), 22-26.
19. Miborrow, G., (1988),“Crafty management”, Management Today, Vol.12,p.5.
20. Milkovich, T. G., & Newman, M. J., (1999), Compensation, N.Y.: McGraw-Hill.
21. Mansfield R.S.,1996.“Building Competency Models: Approaches for HR Professionals”. Human Resource Management, 35(1), pp. 7-18.
22. Mirabile, R.J.,1997.“Everything you wanted to know about competency modeling”, Training and Development, 51(8),73-77.
23. Mintzberg, H., 1975.“The Manager’s Job: Folklre and Fact”, Harvard Business Review, Jul.–Aug., 49-61.
24. Mintzberg, H., 1980.“Customer Comments-Structure In 5′s: A Synthesis of The Research On Organization Design”. Management Science, 26 (3).322-341.
25. McEvoy, G M., Hayton, J. C., Warnick, A. P., Mumford, T., Hanks, S. H., & Blahna, M. J. (2005)“A competency-based model for developing human resource professionals”. Journal of Management Education, 29, 383-402
26. Parry, B. S., (1998),“Just what is a competency?”, Training, 35(6),pp.58-64.
27. Peak, L., 1980.“A conceptual framework and process: For identifying the 33 inservice needs of vocational educators serving special needs populations”, Depa. of Vocational and Technical Education.
28. Paolillo, G. G., 1981.“Role profiles for Manager’s at Different Hierarchical
Levels“, Academy of Management Proceedings, pp. 72-76.
29. Quinn, E. R., Faerman, R. S., Thompson, P. M., & Mcgrath R. M., (1990), Becoming a Master Manager: A Competency Framework, N.Y.: John Wiley & Son.
30. Reynolds, A., (1993),“The Trainer’s Dictionary: HRD Terms”, Abbreviations,
Acronyms, HRD Press.
31. Ralelin, J. A., & Cooledge, A. S., 1995.“From Generic To Organic Competencies”. Human Resource Planning, 18(3), pp. 24-33.
32. Spencer, L. & Spencer, M., 1993.Competence At Work: Models for Superior Performance, N.Y.: John Wiley & Sons, Inc.
33. Tornow, W., (1993)“Perceptions or reality: Is multi-perspective measurement a means or an end”, Human Resource Management, 32,2(3) pp.221-230.
34. Ulrich, D., Brockbank, W. V., Yeung, A. K., & Lake, D. G., 1995.“Human resource competencies: An empirical assessment”.Human Resource Management, 34(4)：473-495.
35. Wexley, K., & Klimoski, R. (1984).“Performance appraisal: Organizational behavior &personnel psychology”, Homewood, pp367
36. Yukl, G. A., (1987),“ A new taxonomy for integrating diverse perspectives on managerial behavior”, American Psychological Association Meeting, New York.
37. Yukl, G.A., 1989.“Managerial Leadership: A New of Theory and Research”. Journal of Management, 15(2), pp. 251-289.
38. Yeung, A., Woolcock, P. & Sullivan, J., 1996.“Identifying and Developing HR Competencies for The Future: Keys to Sustaining The Transformation of HR Functions”, Human Resource Planning, 19(4) ,pp. 48-58.

指導教授

黃同圳王群孝(Tung-Chun Huang Chun-Hsiao Wang)

審核日期

2018-6-22

推文