臺灣博碩士論文加值系統

There have been conducted many studies investigating the roles and competencies for HR/HRD professionals based in many competency models, but few have been done to address the roles and competencies needed by those professionals for performance consulting. Performance consulting means working with people to meet their business goals, by maximizing the effectiveness of their human resources; clearly identifying what is expected, and by building learning activities and opportunities to help employees achieve what is expected from them by management. Suggestions have been given for how to change from a HRD professional to a performance consultant or how to do serious performance consultant but the core roles and competencies for it are not explicitly addressed; here lies the importance of conducting this exploratory study.

There have been conducted many studies investigating the roles and competencies for HR/HRD professionals based in many competency models, but few have been done to address the roles and competencies needed by those professionals for performance consulting. Performance consulting means working with people to meet their business goals, by maximizing the effectiveness of their human resources; clearly identifying what is expected, and by building learning activities and opportunities to help employees achieve what is expected from them by management. Suggestions have been given for how to change from a HRD professional to a performance consultant or how to do serious performance consultant but the core roles and competencies for it are not explicitly addressed; here lies the importance of conducting this exploratory study.

TABLE OF CONTENTS
Abstract…………………………………...……………………………………...……….i
Table of Contents…………………………………………………………………………ii
List of Figures……………………………………………………………………………iv
List of Tables……………………………………………………………………………..v
CHAPTER I. INTRODUCATION AND BACKGROUND...…………………….….1
Introduction ……………………………………………………………..……….1
Background of the Study…………………..…………….……………………….3
Purpose of the Study……………………………………………………………..7
Significance of the Study………………………........... …………..……..…..….8
Delimitations and Limitations of the Study…………………..……………..…...9
Delimitations of the Study………….….…………………………………..….…9
Limitations of the Study………………………………………………..…….….9
Definition of Terms………………………..………………………...……...…..10
CHAPTER II. LITERATURE REVIEW………………...………………………….13
General Roles and Competencies of Hr Professionals………………………….13
The Roles and Competencies of Hr Professionals for Performance Consulting………………………………………………………………..……...24
CHAPTER III. RESEARCH METHODOLOGY………….……………….……….38
Framework of the Study…………………………..………………….….………38
Methods and Processes of the Study…………………………...…...…….…..…40
Research Method……………………………………....……………...…….…...40
Process of the Study……………………………………….......………….……..41
Subjects of the Study……………………………………….…………..…….….43
Instrumentation of the Study…………………………..………………….….….43
Data Analysis…………………………………………………………...……….44
Reliability and Validity………………………………..………………….……..46
CHAPTER IV DATA ANALYSIS AND DISCUSSION……………….………...….47
Introduction of the Cases………………………......................………………....47
Interviews Schedule……………..…………………………………….…….…..54
Roles of A Performance Consultant……………………………………….…....55

Roles of HR Professionals in Performance Consulting…………………………56
Comparison with Past Researches………………..……………………………..71
CHAPTER V CONCLUSIONS AND SUGGESTIONS…………………………….73
Conclusions …………………………………………………………………..73
Suggestions……………...………………………………………………………76
REFERENCES……………..………………………………………………………….78
APPENDIX A: The interview questionnaire……………………………………………81
APPENDIX B: The Coding process…………………………………………………….86
APPENDIX C: Cover letter………………………………………………………….….87





LIST OF FIGURES


Figure 2.1 The Human Resources Managers’ Roles………………………………….…15
Figure 2.2 HR Roles for Building a Competitive Organization…………………………18
Figure 2.3 MacLagan’s Competencies Model for HR Professionals………………..…..21
Figure 2.4 Performance Improvement Model…………………………………..…..…...26
Figure 2.5 Hierarchy of Needs……….………………………………………………….30
Figure 2.6 Skills and Knowledge of Performance Consultant..……………………...….31
Figure 2.7 The Job of a Performance Consultant……………………………..…………34
Figure 2.8 Comparison of the role a Traditional Trainer to that of a Performance Consultant………………………….……………………………………………….……37
Figure 3.1 Framework of the Study…………….…………..……………………………39
Figure 3.2 Process of the study………………………….…………………………...…..42
Figure 3.4 The Data Analysis Process………………………..……….………………....45
Figure 4.1 The list of Competencies for Performance Consulting..…………………..…65
Figure 4.2 Competencies Comparison ………………………………………………..…72





LIST OF TABLES


Table 4.1 The Companies ‘Profile………………………….……………………………53
Table 4.2 Interview Schedule ………………………………………………………...…54
Table 4.3 Description of the Roles of Performance Consultant………………..……..…56
Table 4.4 Summery of the Roles of Hr professionals for Performance Consulting…………………………………………………………………..….....57
Table 5.1 Table 5.1 The Roles and Tasks of Performance Consultant………………….75
Table

REFERENCES
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Paul A. Iles. (1993), ‘Achieving Strategic Coherence in HRD through Competence-based Management and Organizational Development’, Personnel Review, 22, 6.
McLagan, A. Patricia. (1999 December). ‘As the World of HRD Churns’: Training and Development Journal, 53, 12.
William. .H. V (1995 November), ‘Performance Consulting: Moving Beyond Training; Book Review’, the academy of Management Executive, 9, 4.
Johnson .T; Hall .A; Swinney. J; Vanhala. M. (2004 Mar), ‘The Odd Couple: From OD to HPT to High-Performance Consulting’, Performance Improvement, 43, 3.
Donovan .M, (2004 Oct). Book Review, ‘Serious Performance Consulting According to Rummler’, Performance Improvement, 43, 9.
Holman, S. J. (2004 Jun). Book Review ‘High Performance Consulting Skills: The Internal Consultant Guide to Value’, Training Journal p. 55.
Murphy. R .J, (1999 Apr) ‘Why Performance Consulting is a Mirage’, Training, 36, 4 p.104.
Vossman. R (2002 Dec).’Human Performance Consulting: Transforming Human Potential into Productive Business Performance’, Consulting to Management, 13, 4, p.59.
Filipczak. B (1998 Jun), ‘Esque.T: Performance Consulting, not Training’, Training, 35, 6, p. 30.
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