【正文】 the 1980s, many scholars in various areas of research have redefined the concept of petency. Among these definitions, core petency in many human resource management areas monly refers to the consistently observed characteristics and inner quality of high performers’ behavior pared with those of average performers’ behavior. That is, core petency is a behavior that produces successful results through the bination of knowledge, skill, attitude and value (Lee et al., 2021). Based on similar concepts of petency established by many scholars, Sparrow in 1996 divided petency into different, but closely interconnected, categories: namely, core petency (anizational petency), management petency, and job petency (individual petency). More specifically, core petency refers to an anization’s general resources and the ability for those resources to be shared by all members of an anization. Management petency refers to individual jobs, specifically petency related to knowledge, skill and behavior that can be utilized in other panies. Finally, individual petency is one’s petency with respect to their job performance. Among Sparrow’s categories, this study examined the individual job performance aspect of petency and focused on construction and public affair services that are specific to construction panies and are applicable to human resource management. Definition of Competency Model Competency, as defined above, reflect differences in the skill sets necessary for the relevant tasks. In general, performing a given job effectively can require a number of different petencies. Accordingly, a petency model needs to specify all the petencies essential for a job or a task and lay out each petency in a readily applicable form for various human resource management activities. A petency model can take on various forms, depending on what the model is for and what stage of human resource development is in need of the model. This study developed a petency model specifically for project construction team and project control team affairs. Procedure for Building the Project Construction Team and Project Control Team Affair Competency Model Competency is posed largely of obvious qualities, such as skill, knowledge, and attitude, and hidden qualities, such as beliefs, personality, motives, value system, characteristics, and mission. In general, panies set goals for such obvious qualities because they are, by definition, relatively easy to evaluate. On the other hand, hidden qualities are hard to change or acquire, and are managed at the stage of recruitment by screening applicants. The petency model developed in this study included both external and internal petencies and covered the entire process from the stage of recruitment to the stage of operation for construction projects. In addition, the petency model included basic characteristics necessary for all models. High performer petency models need a group of high performers as a reference group, and a core petency model should be preceded by the understanding of a pany’s originality. Further, process petency models need to be improved in the pany’s work process, and a specific job petency model requires a job classification system. Developing a petency model also requires a petency classification system and a level definition for each classified petency. In our model, the level definition was similar to job description and used as a criterion for petency evaluation. It was necessary to determine the weight of each petency for petency evaluation, and this weight was used to evaluate an individual or a project by integrating evaluated petencies. This petency model in this study did not require the creation of a separate classification system because it was formulated for project construction team and project control team affair services, both of which are typical ponents of construction projects. Conducting a survey study enabled petency classification and weight calculation. Competency level definitions were based on interviews with employees with high performance records. 3. Core Competencies of Construction Companies The core petencies of construction panies can be divided into three main types of petencies?？傊?，這些屬性包括人力資源管理的基本知識，反映了建筑公司的主要特點。這項研究分析測試了與實際建設項目績效的相關性制定模型的有效性。因此，公司的管理模式已轉(zhuǎn)由發(fā)展到優(yōu)化。但是 ，也造成裁員，雇用臨時工，減少雇用等情況。然而最近，隨著流量的日益增長的重要性為中心的人力資源管理，集成了流入，管理和人力資源外流，這已經(jīng)很清楚，有一個方法需要澄清中的人力資源開發(fā)和創(chuàng)作活動的關系管理計劃，包括員工的教育。使用這個能力模型，該行業(yè)可能會提高性能測量和效率。 第二階段進行了調(diào)查，誰在建筑公司 5 年以上并持有超過 3 年的研究當前工作的經(jīng)驗。勝任力模型為每個指定的工作或任務類型的核心競爭力要素。 Dubios， 1993。 也就是說，核心競爭力 是一種行為產(chǎn)生通過知識，技能，態(tài)度和價值的結(jié)合成功的結(jié)果（ Lee 等人， 2021）。最后，個人能力是一個人就其工作表現(xiàn)的能力。因此，一個能力模型需要指定所有的能力，奠定了必要的每一個不同的人力資源管理活動的能力現(xiàn)成適用的形式。在一般情況下，公司已因應這種明顯的目標，因為他們的素質(zhì)，通過定義，比較容易評估。高績效能力模型需要作為對照組的高表演組和一個核心能力模型，應該由一個公司的創(chuàng)意理解前面。有必要確定每個能力的評價能力的重量，這重量是用來評價能力評價相結(jié)合的個人或項目。 3 建筑公司的核心競爭力 建筑公司的核心競爭力可分為三個主要類型的能力：一是與競爭力評價有關的施工能力，二是有關公司進行評估的能力，三是對無形資產(chǎn)評估的能力。也就是說，一個公司的業(yè)績或財務狀況并不代表該公司的內(nèi)部能力。因此，目前的研究包括測量指標的相關公司進行評估。 4 核心競爭力的主要工作 設置的就業(yè)核心競爭力的因素的范圍 從一般能力模型得出的共同能力因素，并為每個從施工企業(yè)的核心競爭力的工作派生能力因素。另一方面，在公司使用的大多數(shù)模型只有 10 至 14 個能力 項目。然后，此研究改組為 36 個項目的能力因素和使用信息。在這項研究中，作為一種能力建設模式的主要方法之一，我們采訪了 10 位超過有 5 年工作經(jīng)驗表現(xiàn)良好的員工。 根據(jù)各自的特點和能力被分成一般能力可用于建設公司的普通工作都和特別的能力與具體的工程施工隊伍 和項目控制團隊的事情服務的建設項目。這個部門可能起到一個標準的能力的發(fā)展存在成員與流入能力的來自外界。 5 開發(fā)和驗證工程施工隊項目控制小組的素質(zhì)模型 開發(fā)建設項目團隊和項目管理隊事件勝任特征模型 這項研究提出了一個項目的施工隊伍和項目控制團隊服務，可以在選擇一個合適的工人培訓工作，這項工作他們使用勝任力模型。 假設測試項目（工程）的組織能力將是成正比的個人能力的總和，與該組織的能力都會對項目績效的影響。 此外，通過與一組專家訪談，我們得出的合格物品的重量，并建立了工程施工隊伍和建筑公司的項目控制團隊事務的能力模型。 2 項目組負責執(zhí)行事務服務所產(chǎn)生的控制能力是邏輯思維，判斷，道德，與其他組織，施工經(jīng)驗的合作，策劃能力，成本管理，合同管理和談判能力。憂郁保密問題，本研究在建構(gòu)和測試能力模型，測量案件，以及抽樣對象的限制。