世界500强企业人力资源部门中层管理人员胜任力模型初探

发布时间：2018-04-10 01:38

本文选题：胜任力　切入点：胜任力模型　出处：《华东师范大学》2007年硕士论文

【摘要】： 胜任力与工作绩效更为密切相关，越来越多的研究者、企业实践家和人力资源从业人员用其取代以往的智力测验等进行各个领域的人才选拔、培养和考核。就此本篇论文以人力资源部门为职能背景，综合各行业为通用模型，对世界500强企业人力资源部门中层管理人员的胜任力模型进行实证研究。本篇论文介绍了国外胜任力研究的发展历程、综述了国内近十年的胜任力研究概况、罗列了一些国内外胜任力模型的实例。通过对世界500强企业人力资源部门中层管理人员的职位分析、工作职能分析及招聘广告分析，确定在进行胜任力模型的建构过程中，以人力资源部门为专门的职能领域、以涉及各行业为通用的产业背景，采取专家简化法为主，深度访谈、问卷数据检验为辅的建模流程。通过对20名效标样本进行初步访谈获得对人力资源部门中层管理人员职位描述的第一手资料；与人力资源专家顾问进行深度会谈确定效标样本的区分标准；整合权威理论的胜任力因子列表，设计出《世界500强企业人力资源部门中层管理人员胜任力量表》，对70名被试进行施测。得出的主要结论有：1．初步建立了世界500强企业人力资源部门中层管理人员的胜任力模型。提出新的胜任力概念模型，将工作导向的能力与性格归类于不同胜任力构面中。2．由Cronbach系数显示，总体胜任力模型的内在一致性信度良好，但是其中两个构面的信度不佳，对模型的构面须进一步修正。3．绩效优秀组和一般组在胜任力模型的绝大部分因子上都存在显著性差异，只有重视多样性和创新能力两个因子上差异不显著。胜任力模型各因子对效表样本的区分力强，，有很高的效度。本次研究属于人力资源及胜任力研究的交叉领域，是当前的热点问题，同时国内对于该领域的系统研究较为罕见。故本篇论文细致地探讨了当前模型开发的难点及亟需改进之处，展望了未来研究的发展趋势，对胜任力模型验证方法及建模中的进程效用分析提出一些见解和期待。期望本次研究为人力资源工作者给与胜任力模型建构方法上的借鉴，加深人力资源领域的研究，同时为企业人力资源部门的中层管理人员的选拔、提升和绩效考核起辅助指导作用。
[Abstract]:Competency is more closely related to job performance. More and more researchers, enterprise practitioners and human resource practitioners use it to replace the previous intelligence tests to select, train and assess talents in various fields.This paper takes the human resources department as the function background, synthesizes each profession as the general model, carries on the empirical research to the world 500 enterprise human resources department middle management personnel competency model.This paper introduces the development of competency research in foreign countries, summarizes the domestic competency research in recent ten years, and lists some examples of competency models at home and abroad.Through the position analysis, job function analysis and recruitment advertisement analysis of mid-level managers in the human resources department of the top 500 enterprises in the world, it is determined that in the process of constructing competency model, the human resources department is the special functional area.The modeling process is based on expert simplification method, in-depth interview and questionnaire data checking.Through the preliminary interviews with 20 standard samples to obtain first-hand information on the job description of mid-level managers in human resources departments, in-depth interviews with human resources expert consultants were conducted to determine the criteria for distinguishing the standard samples.According to the list of competency factors of authority theory, the competency scale of mid-level managers in human resources department of the world's top 500 enterprises was designed, and 70 subjects were tested.The main conclusion reached was: 1.The competency model of middle managers in human resources department of the top 500 enterprises in the world is established preliminarily.A new competency conceptual model is proposed, which classifies job-oriented ability and personality into different competency structures.The Cronbach coefficient shows that the consistency reliability of the overall competency model is good, but the reliability of two of the constructed surfaces is not good.There are significant differences between excellent performance group and general group in most factors of competency model, but there is no significant difference in two factors: diversity and innovation ability.Each factor of competency model has strong distinguishing ability and high validity to the sample of effect table.This research belongs to the cross field of human resources and competence research, and it is a hot topic at present. At the same time, systematic research in this field is rare in China.Therefore, this paper discusses the difficulties of current model development and its urgent improvement, looks forward to the development trend of future research, and puts forward some opinions and expectations for competency model verification method and process utility analysis in modeling.It is expected that this study can be used for reference by human resource workers in the construction of competency model, deepen the research in the field of human resources, and at the same time, be used for the selection of middle-level managers in the human resources department of enterprises.Promotion and performance appraisal play an auxiliary and guiding role.
【学位授予单位】：华东师范大学
【学位级别】：硕士
【学位授予年份】：2007
【分类号】：F272.92;F224

【引证文献】