第二章 相關理論與文獻探討...

28
11 第二章 相關理論與文獻探討 人力資源是組織最具競爭優勢的資產,也是組織成敗的關鍵因 素;人力資源管理是如此的重要,故已成為組織管理中的重要課題; 而如何將「能力模式」運用在人力資源管理實務上,並建立個人的核 心能力,以提昇組織的績效與競爭優勢,是策略性人力資源管理的新 典範。本章首先探討人力資源管理! 第一節 核心能力的理論基礎與意涵 壹、能力的定義 美國管理大師 David Clarence McClelland 於 1973 年提出「能力」 一詞,他發表了「測試能力而非智力」(Testing for Competence Rather Than Intelligence),挑戰當時高等教育普遍運用智力測驗來招募學生的 現象。 McClelland 對優越的工作者進行一連串的研究,發現智力測驗並 不是決定工作績效好壞的惟一因素。他找出了一些帶來卓越績效行為 背後的態度、認知及個人特質等,稱之為「能力」(Competency)(Spencer, L. and Spencer, S.M19933)。這項呼籲很快獲得學界的普遍採用, 美國國務院新進外交資訊官的遴選考試,也是運用能力概念來設計測 驗方式和甄選取才,此後,以能力為基礎的理念遂逐漸被廣泛的採用 和研究探討。 「能力」的定義,研究者整理如表 2-1 表 2-1 能力定義彙整表 研究學者 年代 Hayes,J.L. 1979 知識、特質、動機,自我概念與人際間技巧等的整合, 從而產生卓越的工作績效。 McLagan,P.A. 1980 足以完成主要工作結果的一連串知識、技術與技能。 Boyatzis,D. 1982 指一個人所具有的某些特質,而這些特質即是導致及影 響個人在工作上,能表現出更好、更有效率與成果的關 鍵基本特質。 黃政傑 1985 能力係指能勝任某一工作,所謂勝任是指擁有從事某一 工作必備的知識、技能和態度等;更確切地說,能力不 是知識記憶的同義詞,而是能夠實行或從事工作所需具 備的知識和態度。

Upload: others

Post on 31-Aug-2019

0 views

Category:

Documents


0 download

TRANSCRIPT

  • 11

    David Clarence McClelland 1973 Testing for Competence Rather Than Intelligence

    McClelland

    CompetencySpencer,

    L. and Spencer, S.M19933

    2-1

    2-1

    Hayes,J.L. 1979

    McLagan,P.A. 1980 Boyatzis,D. 1982

    1985

  • 12

    Miborrow,G. 1988

    1988

    Knowles,M.S. 1990

    Quinn,E.R., Faerman,R.S., Thompson,P.M. & Mcgrath,R.M.

    1990

    Spencer, L. and Spencer, S.M.

    1993

    Reybold, L.E. 1993

    Cofsky,K.M. 1993

    Fletcher,Shirley 1994 Nordhaug, O. & Gronhaug, K.

    1994

    Ralelin, J. A., & Cooledge, A. S.

    1995

    organic

    Byham, W. C. & Moyer, R. P.

    1996

    Blancero,D., Boroski,J.,& Dyer,L.

    1996

    Kleiman,L.S. 1997

    Party,S.B. 1998

    2000 1.

  • 13

    2.

    3.

    2001

    2002

    2003

    2004

    2001200120022003200320042005

    G. E. Ledford199555-62Competency

    Scott. B. Parry199858-64

  • 14

    Spencer L.M.Spencer & S.M.Spencer 1993:11Competence at Work 2-1

    5

    () motive

    () traits Physical characteristics

    () self-conceptattitudesvalues

    () knowledgecan-dowill-do

    () skill

    2-1 Spencer,L.M. and Spencer,S.M.:1993:11

  • 15

    Anntoinnette D. Lucia and Richard Lepsinger19997

    2-2

    2-2

    Lucia & Lepsinger:1999:7

    Evers,Frederick T., Rush,James C.19985

    R. Zemke and S. Zemke199970

    200236

    1985 Michael E. Porter The

    competitive Advantage of NationPorter1990:18-29

    C.K Prahalad G. Hamel 1990

    Harvard Business ReviewThe

    Core Competence of the Corporation

  • 16

    200014 20

    2002190

    Core

    Competency

    2-2

    2-2

    C.K. Prahalad & G. Hamel

    1990

    KnowledgeSkillAbility KSAsLearning

    Prahalad,C. K. 1993 = Spencer, L. M. & Spencer, S. M.

    1993

    Hamel,G. 1994

    Petts, Nigel. 1997

    Lei, D. T. 1997

    Lucia,Ammtoinett ed. & Lepsinger,

    1999

  • 17

    Richard

    2002 knowledgeskillability KSAs

    2003

    Bohlander,G.W., Sherman,A.W. & Snell,G.A.

    2004

    Hitt, Michael. A. , R. Duane Ireland and Robert E. Hoskisson.

    2004

    2004

    2004

    knowledgeskillability KSAs

  • 18

    OECD

    Nordhaug, O. Gronhaug, K.1994:89-106

    Ryan K. Lahti199959-75

    Khakid Hafeez 200230

    Competency Model

    Lucia, A. D. and Lepsinger, R.,19997

    200144

  • 19

    Rothwell, W. J. & Lindholm, J. E., 1999

    Shirley Fletcher1997

    200252

    1.

    2.

    3. Modular

    4.

    5. range statement

    6.

    7.

    8.

  • 20

    D. Dubois199371-72

    5 Dubois 5

    2002259-260

    Job Competence Assessment Method, JCAM

    Modified Competence Assessment Method,

    MJCAM

    Generic Model Overlay Method

    Customized Generic Model Method

    Flexible Job Competence Model Method

    future assumptions

  • 21

    5

    1978 Civil Service Reform

    Act, 1978Senior Executive Service , SES

    Qualification Review Boards , QRB

    Officer of Personal Management ,OPM

    1990 Leadership Effectiveness Framework

    2-3

  • 22

    /

    /

    2-3 Mongomery Van Wart, N. Joseph Cayer & Steve Cook,1993 Hankbook of Training

    and Development for the Public Sector,San Franciso:Jossey-Bass,p482002:35

    /

    /

    OPM 1998

    5 1

    2345

  • 23

    Multipurpose Occupational System Analysis Inventory-Closed-Ended

    MOSAIC 5

    27 Leadership competency 2-3

    2-3

    Leading change

    1. Creativity/Innovation 2. Continual Learning 3. External Awareness4. Flexibility 5. Service Motivation 6. Strategic Thinking 7. Vision 8. Resilience

    Leading people

    1. Conflict Management 2. Leveraging Diversity 3. Integrity/Honesty 4. Team Building

    Results driven

    1. Accountability 2. Customer Service 3. Decisiveness 4. Entrepreneurship 5. Problem Solving 6. Technical Credibility

    Business acumen

    1. Financial Management 2. Human Resource Management3. Technology Management

    Building coalitions/ communication

    1. Influencing/Negotiating2. Interpersonal Skills 3. Oral Communication 4. Partnering 5. Political Savvy 6. Written Communication

    The United States Office of Personnel Management(OPM.),19981999 04 13

  • 24

    (Public Service Commission)

    Assistant Deputy

    Minister,ADMs 2-4

    2-4

    (Intellect Competencies) 1. Cognitive Capacity 2.Creativity

    (Future Build Competencies)

    Visioning

    (Management Competencies)

    1.Action Management 2.Organizational Awareness 3.Teamwork 4.Partnering

    (Relationship Competencies)

    1.Interpersonal Relations 2.Communication

    (Personal Competencies)

    1./(Stamina/Stress Resistance) 2.Ethics & Values 3.Personality 4.Behavioral Flexibility 5.Self-Confidence

    (Knowledge)

    Public Service Commission of Canadahttp://www.psc-cfp.gc.ca/2006/06/10

    1987 The Management

    Charter Initiative, MCI

    Competency-Based Training

  • 25

    The office Public Service

    Civil Service College

    4 1

    Communication and personal effectiveness2

    Equal opportunity awareness3Financial

    management4Human resource development

    1999255-272

    1996

    Development and Training

    for civil servantsA framework for action

    3 1 3

    200096

    1. 123

    2. 123

    3. 123

  • 26

    21

    PS21 2-4

    1.

    2.

    3.

    1.

    2.

    3.

    1.

    2.

    3.

    4.

    1.

    2.

    3.

    2-4

    2003

    107 26

    Lim Huay Chih

    3

    2-5

    200326

  • 27

    2-5

    A. B. C.1.

    2. 3. 4. 5.

    6.

    7. 8. 9.

    1. (1)

    (2)

    (3) 2.

    3. (1) (2)

    1.

    2.

    3.

    2003

    107 27

    HR HR 2-5 HR

    1.2.

  • 28

    3.4.

    5.6.7.

    8.

    9.10.

    HR

    Make things happen

    HR

    200454

    2-5 HR

    2004 54

    1

    10 1

    1969 HITHarmonyInnovation

  • 29

    Top 3

    HIT

    7

    2-6

    2-6

    `

    2001

    33 2 42-50

  • 30

    2-6

    2-6

    1973

    4

    4

    (1)

    (2)

  • 31

    (3)

    21

    2008

    2004

    1 5

    2

    6

    12

    6

  • 32

    2-7

    http://www.cpa.gov.tw2006/06/15

  • 33

    9

    6

    2-8

    http://www.cpa.gov.tw2006/06/15

  • 34

    2005 1 11

    2-7

    2-7

    http://www.cpa.gov.tw2006/06/15

  • 35

    2004

    10 11

    2-9

    2-9

    10 11

    5

    9

    9

    78

    10

    7

    10

    2-10

    2003

    107 2006 5 20

  • 36

    2-10

    10

    10

  • 37

    2003 107

    2001

    2-8

  • 38

    2-8 2004:89