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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/10841

    Title: 員工職能評量結果與工作績效之關聯研究-以國內某電腦系統公司為例;The Study on Relationships between Competence evaluation result and Job Performance-Empoyees of Computer System Corperation as an example
    Authors: 巫姍如;Shan-ju Wu
    Contributors: 人力資源管理研究所碩士在職專班
    Keywords: 職能評鑑量表;工作績效;職能;job performance;competence evaluation;competence
    Date: 2008-06-11
    Issue Date: 2009-09-22 14:08:03 (UTC+8)
    Publisher: 國立中央大學圖書館
    Abstract: 近年來,職能建構在企業界蔚為一股風潮,無論是企業自行發展職能系統抑或透過外部專家合作進行,都需要投資許多的人力與預算落實執行,而企業導入職能系統之應用成效,值得進一步分析。另一方面,坊間許多人力資源顧問服務業提供予企業多元的職能評鑑系統服務時,其量表結果能否掌握高績效者的關鍵職能項目,同時為企業覓得合適人才,並有效預測員工未來展現於行為面的工作績效,亦為企業所應深思與探討。 本研究以國內某電腦系統公司為研究對象,探討於94年與外部顧問公司合作導入職能評鑑量表之有效性。經個案公司授權取得1583筆員工資料、1221筆95年工作績效結果、1310筆96年工作績效結果與1065筆職能評量之二階資料,共集合有效樣本數為835筆。 為找出最適用於個案公司之職能項目,本研究先以主軸法與斜交轉軸法萃取影響職能的主要因素,得到三個構面,分別命名為「動機成就職能」、「自我效能職能」與「溝通調適職能」。首先,透過相關分析發現,「動機成就職能」與95年與96年工作績效具有顯著相關,其餘兩項職能因素則無顯著相關。其次,以階層回歸分析進一步探討職能對工作績效的影響,發現僅有教育程度與職位對工作績效有預測力,而職能對工作績效並不具有顯著的預測力。 最後,本研究將工作績效等第「S」者列為績優樣本,「C」與「D」者列為績差樣本,分析工作績效優劣者之職能差異。研究結果發現,「計畫組織」、「問題解決」、「分析判斷」、「邏輯推理」、「應變反應」、「專業學習」、「主動積極」、「壓力忍受」八項職能是績優者持續較績差者表現佳的職能。 因此,建議個案公司可參考本研究所找到績優員工的優勢職能,檢驗目前核心職能模型之適切性,亦可作為人才甄選標準以及員工訓練發展之依據。 Recently, it has been a common practice for companies to introduce various competence models, whether developed internally or outsourced by consulting firms. It is important to evaluate the utility of such competence application tools since lots of effort and resources are inputted during system development and implementation. The present study uses data (N = 835) from a large computer system corporation. In order to find the most important underlying competence for employees of this company, we used principal axis factor analysis with promax method to extract three dimensions from the 28 original competence items measured. These dimensions were named: achievement orientation competence, self-efficacy competence, and communication and resilience competence. Regression analysis revealed that job performance was significantly predicted by education years and job positions, but was not significantly predicted by any of the three dimensions of competence. We further divided the entire sample into two sub-groups, one was the “high performance group” which had performance grade of “S”, and the other was the “low performance group” which had performance grade of “C” and “D”. We used T tests to compare the two groups on competence differences, and found that high performers had higher competences on “planning and organization”, ”problem-solving”, “analytical judgment”, “logic reasoning”, “coping reaction”, “professional learning”, “initiative”, and “stress tolerance” than low performers.
    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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