| 摘要(英) |
The study focuses on developing procedure of management’s managerial competency model, through literary reviews, experts interview, and questionnaire survey. The whole process can be divided into three stages --- (1) Managerial Competency Model Construction. (2) Managerial Competency Model Confirmation. (3) Proposal for Managerial Competency Model Application.
The research conclusions for each stage are listed as the following:
(1) Managerial Competency Model Construction
The Division head and Section manager’s Managerial Competency Model is formed by seven competency aspects. Their definition and key behavior is clearly described.
(2) Managerial Competency Model Confirmation
After the analysis of Managerial Competency Model Questionnaire, we can easily judge whether each member can reach a consensus. The analysis result has revealed seven important and consistent aspects are chose by division head. Highly important and consistent aspects should be developed at first priority. Low important and inconsistent aspects should be postponed to second stage.
(3) Proposal for Managerial Competency Model Application
The proposal will setup a on-line competency assessment system and this system can be implemented in different functions, such Training and Development, Recruitment, and Performance Management.
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| 參考文獻 |
一、中文部分：
1.方世榮編譯，Gary Dessler著 2001 現代人力資源管理，台北，華泰。
2.林文政，2001，製造業人力資源專業職能之研究，中山管理評論，，第九卷第四期，，PP621-654。
3.蔡明穎(2000)，「團隊領導者核心才能評鑑量表」之建立－以在台日式企業為例，國立中央大學人力資源管理研究所未出版之碩士論文，頁13-16
4.劉曉雯(2003)，管理職能模型及期評鑑系統之設計－以Z公司為例，國立中央大學人力資源管理研究所碩士論文
5.柯承恩(2003)，文人領軍與公司治理，經典傳訊出版。
6.吳秉恩(1984)，策略性人力資源管理：理念、運作實務，台北：中華經濟企業研究所，頁19。
7.黃英忠(1993），現代人力資源管理，台北：三民書局。
8.陳麗容(1986)，台北市政府實施管理才能發展之研究，政治大學公共行政研究所碩士學位論文。
9.吳美連、林俊毅(1997)人力資源管理：理論與實務，台北：智勝文化。
一、英文部分：
1.Boyztzis.R.E.,(1982). The Competence Manager：A model for Effective Performance. New York：John Wiley & Sons.＂competencies For HR Professionals: An Interview with Richard E. Boyatzis＂. Human Resource Management. 35(3).pp.383-403.
2.Cardy, R. L., & Selvarajan, T. T. (2006). Competencies: Alternative frameworks for competitive advantage. Business Horizons, 49(3), 235−245.
3.Koch, M. J. & R. G.. McGrath. 1996. Improving labor productivity: human resource management policies do matter. Strategic Management Journal, 17(5): 335-354.
4.McClelland, D. C. (1973). Testing for Competence rather than for Intelligence,American Psychologist, 28(1), pp.1-24.
5.Mclagam. P.A. (1997).＂competencies：The Next Generation＂Training & Development，51(5),p.40
6.Mclagam. P.A. (1980).＂competency Modles＂. Training & Development Jounal，34(12).pp 22-26
7.Spencer, L. M. & Spencer, S. M. (1993). Competency at Work, New York:John Wiely & Sons.
8.Spencer, L., & Spencer, M., competence. 1993. At work:model for Superior Performance, N.Y.: John Wily & Sons, Inc.
9.Spencer & Spencer,1993,Competence at work：Model for superior performance, New York：John Wiley & Sons, Inc. p.13
10.Parry, B. S. 1998. Just what is a competency? And why you should care? Training, June: 58-64.
11.Ralelin. J.A.,&Cooledge.A.S.(1995).”From generic to organic competencies”. Human Resource Planning.18(3).pp.24-33.
12.Ralelin, J. A. & A. S. Cooledge. 1995. Form generic to organic competencies. Human Resource Planning, 18(3): 24-33.
13.Ulrich, D., 1997. Measuring Human Resources: An Overview of Practice and aPrescription for Result, Human Resource Management, 36(3):303-320
14.Ulrich, D., W. Brockbank, A. K. Yeung & D. G. Lake. 1995. Human resource competencies：An empirical assessment. Human Resource Management, 34(2): 295-297.
15.Wexley, K.N., and Nemeroff, W. (1975), “Effectiveness of positive reinforcement and goal setting as methods of management development”, Journal of Applied Psychology, 64, 239-246
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