臺灣博碩士論文加值系統

本研究以國內一家大型綜合證券公司進行個案研究。該證券公司為在求新求變的大環境中維持競爭優勢，決定發展其獨特的核心職能模型。本研究先以深度訪談法訪談該公司7位資深績優員工，將訪談內容繕打為逐字稿後，運用敘述分析法，收斂出攸關個案公司員工績效表現之核心職能 (core competence)，共計8項，並納入個案公司原有之核心職能重疊性低之核心職能，共9個核心職能一併編製問卷，並經過專家效度檢驗與先導性研究，問卷題項共45題，隨後在該公司進行問卷施測。
問卷回收之後經信度分析、項目分析、探索性因素分析，收斂測量因素為7個，問卷題項刪減為38題。本研究隨後將7個因素重新命名為：「自發學習」、「目標管理」、「誠信相待」、「主動助人」、「前瞻正向」、「成就導向」、「溝通合作」。在7個分量表中，績效優秀同仁填答分數皆高於績效普通同仁，並在目標管理此一分量表上具有顯著差異。同時7個分量表的信度皆高於.70，表示具有良好信度，可提供個案公司將來在招募甄選上使用，以利基層主管能夠更有效率、更準確的甄選到所需之人才。
最後本研究根據個案公司的248位員工之施測結果，提出下面建議：1.透過獨立樣本T檢定，檢驗績效優秀同仁與績效普通同仁其填答是否有顯著差異，結果顯示僅目標管理此一分量表的填答上兩群組有明顯差異，表示藉由量表填寫可推論求職者為績優員工或績效普通員工。2.單因子變異數分析檢驗不同年資群體的同仁在各核心職能變項的填答之差異。結果顯示在目標管理這項核心職能上有填答差異，雖使用Tukey法事後比較各群體間沒有顯著差異，但從結果中發現，目標管理的填答分數會隨著年資越久而分數越高。3.根據該公司員工條件提出求職者楷模在本職能量表上的參照。職能楷模為在該公司：職位為一般員工、服務年資6-15年、績效表現為績優的同仁。如果一位新求職者在本研究發展之職能量表上填答符合或超越該職能楷模之分數的話，可推測其與組織文化適配程度高，進入該公司之後其績效表現亦佳、留職意願高、工作滿意與組織承諾程度均較高。據此，本研究所發展之該公司職能量表可作為該公司召募訓練等之應用。

This study takes a Taiwanese securities corporation as an example. In oder to keep its sustainable competitive advantages in the ever-changing environment, this securities corporation decided to establish its own core competence model. This study used in-depth interview method to interview 7 senior and high performance employees in this securities corporation. After that, we used discourse analysis to converg the interview transcript into 8 core competencies which related to high employee’s performance. We also combine an old P securities corporation’s core competence which did not exist in our interview to establish a questionnaire for following study. After the expert validity test and pilot study, there are total 45 items in this questionnaire.
After conducting questionnaire survey, we used reliability analysis, item analysis, exploratory factor analysis (EFA) to do the data analyses. The result of EFA shows 7 factors, and 38 items were reserved in the questionnaire. The 7 factors were named as follows: ”Spontaneous learning”, “Goal management”, “Integrity”, “Initiative to help”, “Proactiness and positivity”, “Achievement-oriented”, and “Communication and cooperation”. In 7 subscales, high performance employee’s scores are all higher than common performance employee. Also, there is a significant difference in the subscale “Goal management”. At the same time, the reliability of 7 subscales are all higher than .70, which means there is a good reliability. This provides the company to recruit and select the target candidates more efficiently and precisely.
We proposed the following suggestions after questionnaire surveyof 248 employees of the P securities and data analyses: 1. Using independent samples T test to examine the difference between high performance employee and common performance employee, the result shows that only on the subscale “Goal management” has the significant difference. It means this scale can distinguish high performance employee from common performance employee. 2. Using one way ANOVA to test the difference among different tenures of employees, the result shows that there is a significant difference on the subscale “Goal management”. Although no significant difference is found by Tukey post hoc, there is a tendency on the “Goal management” subscale, that the employees score higher when their tenure in the company is longer. 3. We propose the model employee for P securities corporation according to its desired conditions: general staff, 6-15 years of seniority, high performance employee, 29 model employees were selected to calculate the model employee scores. If an employee candidate can reach the average scores or higher than the scores, it means this candidate may be a good fit to the company, and after he/she gets into the company, he/she is expected to have higher performance, intention to stay, job satisfaction, and organizational commitment. Therefore, the core competency questionnaire established by the study can be applied to P securities corporation’s selecting process.

第一章　緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第二章　文獻探討 5
第一節 職能 5
第二節 核心職能 30
第三章　研究方法 37
第一節 研究程序 37
第二節 研究對象 38
第三節 研究方法 42
第四節 研究工具 44
第五節 資料處理與分析 46
第四章　研究結果 49
第一節 核心職能萃取與預試問卷編製 49
第二節 樣本分析、描述性統計分析、相關性分析 53
第三節 核心職能與正式量表之確定 58
第四節 建立信度與效度 70
第五章　結論與討論 79
第一節 研究結果與討論 79
第二節 研究限制與未來方向 85
第三節 研究貢獻 87
參考文獻 88
附　錄 95

太田隆次（2002）。コンピテンシー実務ハンドブック。日本：日本法。
王正慧（2013）。從人力資源角度初探電視記者職能模型。傳播研究與實踐，3(1)，205-232。
王正慧、黃思萍（2013）。職能與學習成效之研究—以大眾傳播學系為例。中華管理評論國際學報，16(3)，1-18。
何瑋（2006）。核心職能模型與職能選才方法之建立以某金控公司為例。國立中央大學人力資源管理研究所碩士論文，桃園縣。
吳欣蓓、陸洛、巫姍如（2010）。績效優異員工之背景與職能條件：在台上市電腦系統公司為例。人力資源管理學報，10(2)，1-26。
吳思華（1996）。策略九說－策略思考的本質。台北：臉譜文化。
吳偉文（譯）（2006）。人力資源管理：讀解職能密碼（原作者：李右婷）。台北：普林斯頓國際。
林文廣（2012）。員工職能程度對工作態度的影響（碩士論文）。取自華藝線上圖書館系統。（系統編號U0033-2110201613495664）
林以正、廖玲燕、黃金蘭、楊中芳（2001）。本土社會讚許傾向的測量與歷程。華人本土心理學研究追求卓越計畫，未出版。
林淑湄（2017）。保險從業人員之人格特質、核心能力與組織承諾對工作績效的影響（碩士論文）。取自華藝線上圖書館系統。（系統編號U0103-1708201716075400）
邱明真（2004）。金融理財專員之核心能力、人格特質與工作績效之相關研究─以C銀行為例。國立中央大學人力資源管理研究所碩士在職專班碩士論文，桃園縣。
姜遠誠（2007）。核心職能對工作績效之影響－以C證券公司營業員為例。國立中央大學人力資源管理研究所碩士在職專班碩士論文，桃園縣。
柯慧琳（2013）。資訊軟體服務業人員之組織核心職能發展與工作績效關係之研究—以I公司為例。國立中山大學人力資源管理研究所碩士論文，高雄市。
涂金堂（2012）。量表編製與SPSS。台北市：五南。
張正賢（2009）。核心職能、教育訓練與工作績效關係之研究—以定期海運業為例。國立成功大學交通管理學系碩博士班碩士論文，台南市。
張芳全（2014）。問卷就是要這樣編。台北市：心理。
張書芸（2004）。組織文化與核心職能相關之研究。中國文化大學勞動學研究所碩士論文，台北市。
許金田、廖紘億、黃讚松（2011）。如何成為一位稱職的導遊？性格與專業職能的探索。國防管理學報，32(2)，1-26。
陳星瑜（2016）。核心職能對工作績效影響之研究。國立政治大學企業管理研究所(MBA學位學程)碩士論文，台北市。
遠藤仁（2000）。コンピテンシー戦略の導入と実践―会社を強くする人材マネジメント。日本：かんき出版。
潘淑滿（2003）。質性研究—理論與應用。台北市：心理。
蔡宗廷、張育菱（2015）。金融人才性格測驗對工作滿意、工作績效與留任意願之效標關聯驗證—以P銀行為例。兩岸金融季刊，3(3)，1-46。
魏梅金（譯）（2002）。才能評鑑法：建立卓越績效的模式（原作者：L. M. Spencer & S. M. Spencer）。臺北市：城邦文化。（原著出版年：1993）
羅采芳（2012）。科技公司管理職能模型建構之研究-以G公司為例。國立臺北大學企業管理學系碩士在職專班碩士論文，新北市。
Boyatzis, R. E. (1982). The competent manager: A model of effective performance. New York, NY: John Wiley & Sons.
Boyatzis, R. E. (2008). Competencies in the 21st century. Journal of Management Development, 27(1), 5-12.
Bratton, A. D. (1998). Develop a framework of core competencies. Credit Union Magazine, 64(10), 17-18.
Brigham, C. C. (1923). A study of American intelligence. Princeton, NJ: Princeton University.
Briscoe, J. P., & Hall, D. T. (1999). Grooming and picking leaders using competency frameworks: Do they work? An alternative approach and new guidelines for practice. Organizational Dynamics, 28(2), 37-52.
Byham, W. C., & Moyer, R. P. (1996). Using competencies to build a successful organization. New York, NY: Development Dimensions International, Inc.
Campion, M. A., Fink, A. A., Ruggeberg, B. J., Carr, L,. Phillips, G. M., & Odman, R. B. (2011). Doing competencies well: Best practice in competency modeling. Personnel Psychology, 64(1), 225-262.
Cardy, R. L., & Selvarajan, T. T. (2006). Competencies: Alternative frameworks for competitive advantage. Business Horizons, 49(3), 235-245.
Cira, D. J., & Benjamin, E. R. (1998). Competency-based pay: A concept in evolution. Compensation & Benefits Review, 30(5), 21-28.
Collins, J., & Porras, J. I. (1994). Built to last: Successful habits of visionary companies. New York, NY: Harper Collins Publishing.
Dalton, M. (1997). Are competency models a waste? Training and Development, 51(10), 46-49.
Derouen, C., & Kleiner, B. H. (1994). New developments in employee training. Work Study, 43(2), 13–16.
Draganidis, F., & Mentzas, G. (2006). Competency based management: a review of systems and approaches. Information Management & Computer Security, 14(1), 51-64.
Flanagan, J.C. (1954). The Critical Incident Technique. Psychological Bulletin, 51(4), 327-358.
Gatewood, D. R., & Field, S. H., (1998). Human Resource Selection. Orlando, FL: The Dryden.
Hellriegel, D., Jackson, S. E., & Slocum, J. W. (2001). Management: A competency-based approach. Cincinnati, OH: South-Western College.
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2004). Strategic management: Competitiveness and globalization: Concepts. Cincinnati, OH: South-Western College.
Horn, J. L. (1965). A rationale and test for the number of factors in factor analysis. Psychomertrika, 30, 179-185.
Johlke, M. C. (2006). Sales presentation skills and salesperson job performance. Journal of Personal Selling and Sales Management, 26(3), 305-308.
Kaiser, H. F. (1974) An index of factorial simplicity. Psychometrika, 39(1), 31-36.
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33, 33-42.
Knowles, M. S. (1980). The modern practice of adult education: From pedagogy to andragogy. Wilton, Conn: Association.
Lahti, R. K. (1999). Identifying and integrating individual level and organizational level core competencies. Journal of Business and Psychology, 14(1), 58-60.
Lai, L., & Kapstad, J. C. (2009). Perceived competence mobilization: an explorative study of predictors and impact on turnover intentions. The International Journal of Human Resource Management, 20(9), 1985-1998.
Lawson, T. E., & Limbrick, V. (1996). Critical competencies and developmental experiences for top HR executives. Human Resource Management, 35(1), 67-85.
Ledford, G. E. (1995). Paying for the skills, knowledge, and competencies of knowledge workers. Compensation & Benefits Review, 27(4), 55-62.
Leech, N. L., Barrett, K. C., Morgan, G. A., & Clay, J. N., & Quick, D. (2005). SPSS for intermediate statistics: Use and interpretation (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates Publishers.
Lei, D. T. (1997). Competence-building, technology fusion and competitive advantage: The key roles of organisational learning and strategic alliances. International Journal of Technology management, 14(2,3,4), 208-237.
Mahbanooei, B., Gholipour, A., & Ardakan, M. A. (2016). A competency model for general health managers (Case: Iran medical of health and education). Iranian Journal of Management Studies (IJMS), 9(2), 217-241.
Mansfield, R. S. (1996). Building competency models: Approaches for HR professionals. Human Resource Management, 35(1), 7-18.
Marrelli, A. F., Tondora, J., & Hoge, M. A. (2005). Strategies for developing competency models. Administration and Policy in Mental Health and Mental Health Services Research, 32(5-6), 533-561.
Martone, D. (2003). A guide to developing a competency-based performance-management system. Employment Relations Today, 30(3), 23-32.
McClelland, D. C. (1973). Testing for competence rather than for intelligence. American Psychologist, 28(1), 1-14.
McIver, J. P., & Carmines, E. G. (1981). Unidimensional scaling. Bevrly Hills, CA: Sage.
Milkovich, G. T., & Newman, J. M. (1999). Compensation (6th ed.). New York, NY: McGraw-Hill.
Misra, Y., & Sharma, V. (2017). An exploratory study on business strategy, competency and firm performance. SUMEDHA Journal of Management, 6(2), 22-34.
Ngo, H.Y., Jiang, C.Y., & Loi, R. (2014). Linking HRM competency to firm performance: An empirical investigation of Chinese firms. Personnel Review, 43(6), 898-914.
Nunnally, J. C. (1978). Psychometric theory. New York, NY: McGraw-Hill.
Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory: 3rd edition. New York, NY: McGraw-Hill Companies.
Parry, S. B. (1998). Just what is a competency? (Any why should you care?). Training, 35(6), 58-64.
Pedhazur, E. J., & Schmelkin, L. (1991). Measurement, design, and analysis: An integrated approach. London, England: Psychology Press.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
Ralelin, J. A., & Cooledge, A. S. (1995). From generic to organic competencies. Human Resource Planning, 18(3), 24-33.
Raymond, A. N. (1999). Employee training & development. New York, NY: McGraw-Hill.
Ryan, G., Emmerling, R.J., & Spencer, L.M. (2009). Distinguishing high performing European executives: The role of emotional, social and cognitive competencies. Journal of Management Development, 28(9), 859-875.
Ryan, G., Spencer, L. M., & Bernhard, U. (2012). Development and validation of a customized competency-based questionnaire: Linking social, emotional, and cognitive competencies to business unit profitability. Cross Cultural Management: An International Journal, 19(1), 90-103.
Sampson, D., & Fytros, D. (2008) Competence models in technology-enhanced competence-based learning. In: Adelsberger, H.H., Kinshuk, Pawlowski, J.M., & Sampson, D.G. (Eds.), Handbook on Information Technologies for Education and Training (pp. 155-177). New York, NY: Springer.
Sanı, F. O. Ü., Yozgat, U., & Çakarel, T. Y. (2016). How employees' perceptions of competency models affect job satisfaction? Mediating effect of social exchange. Academy of Strategic Management Journal, 15, 36-46.
Spencer, L. M., & Spencer, S. M. (1993). Competence at work: Models for superior performance. New York, NY: John Wiley & Sons Inc.
Tiwari, K., Mehta, K., Jain, N., Tiwari, R., & Kanda, G. (2007, November). Selecting the Appropriate Outlier Treatment for Common Industry Applications. Northeast SAS Users Group. Baltimore, Maryland, USA.
Ulrich, D., Brockbank, W., & Yeung, A. (1989). Beyond belief: A benchmark for human resources. Human Resource Management, 28(3), 311–335.
Woodruffe, C. (1991). Competent by any other name. Personnel Management, 23, 30-33.
Yeung, K. A. (1996). Competencies for HR professionals: An interview with Richard E. Boyatzis. Human Resource Management, 35(1), 119-131.
Zwell, M. (2000). Creating a culture of competence. New York, NY: John Wiley & Sons.