【正文】 n resource management that integrates the inflow, management, and outflow of human resources, it has bee clear that there is a need for methods that clarify the relations among activities posing human resource development and management plans, including employee education. One such method is to utilize a petency model as a part of human resource management. The present study aimed to provide a basic framework for human resource development for construction panies. Because hiring, educating, and retaining employees are the basics of human resource management, a welldeveloped framework can help the construction industry to build a petency model that reflects the characteristics of the core functions of construction panies. Using this petency model, the industry could improve performance measurement and efficiency. Research Scope and Methodology This study developed a petency model with specific foci on project construction team and project control team affair services, rather than a general model of petency including a job classification system. Because project construction team and project control team affair services and core functions of construction panies, the petency model focusing on these functions can be more readily and monly applicable to construction panies. ? Stage 1 identified major petency factors after examining the qualities of key members of construction panies, reviewing elements of other general petency models, and conducting oneonone interviews with topmanagement team members or supervisors in toptiers. ? Stage 2 conducted a survey study with people who had worked at construction panies for more than 5 years and held their current jobs for more than 3 years. The survey data provided information on the relative importance of each petency factor. Additionally, interviews were conducted with top managers and the interview data were used to assign grades to each petency factor. ? Stage 3 finalized the petency model, integrating all the information gathered from the stages 1 and 2. The petency model specified core petency elements for each job or task type. ? Stage 4 tested the validity of the petency model by applying the model to targeted groups and examining the extent to which petency factors were related to performance measures. 2. Competency Model Definition of Competency As mentioned above, Korean construction panies have faced with numerous external challenges, and consequently, have hastily made performanceoriented reforms during these times of hardship. Such reforms produced positive shortterm results, but now they appear to damage longterm performance. In this regard, it has bee increasingly important for panies or individuals to materialize and manage their petencies, as these are the sources of high performance. The lexical meaning of “petency” is “an ability to do a work or the degree of the ability”. In 1973, David McCelland, a psychologist at Harvard University, first defined petency specifically in the context of human resource management (Boyatiz, 1982。從現(xiàn)有的各種能力建設(shè)方面的特點(diǎn)，建立了項(xiàng)目公司為核心的表演式的問(wèn)卷調(diào)查能力的項(xiàng)目。這些變化導(dǎo)致了效率的短期改善，如與勞工相關(guān)的這些固定費(fèi)用的減少，似乎提高公司管理效率。 本研究旨在 提供一個(gè)建筑公司的人力資源發(fā)展的基本框架。此外，進(jìn)行了采訪，與高層管理者的訪談資料被用來(lái)分配給每個(gè)職系的能力因素。在整個(gè) 80 年代，在不同地區(qū)的許多學(xué)者重新界定了能力的概念。 素質(zhì)模型的定義 上述定義，反映了不同的技能設(shè)置必要的有關(guān)任務(wù)。能力模型在本研究開發(fā)既包括外部和內(nèi)部的能力，涉及從招募階段的整個(gè)過(guò)程中對(duì)工程建設(shè)項(xiàng)目的運(yùn)作階段。啟用進(jìn)行調(diào)查研究能力的分類和權(quán)重計(jì)算。 其次，公司的運(yùn)作的核心競(jìng)爭(zhēng)力得到評(píng)估在兩個(gè)方面：一是在提高金融機(jī)構(gòu)或互助協(xié)會(huì)的資金期間所作的評(píng)估，二是信用評(píng)估，以便看看公司有能力償還發(fā)行公司債券。 本研究通過(guò)分析產(chǎn)生的四個(gè)一般能力的學(xué)者和大公司使用了六個(gè)能力模型提出的模型，一共有 183 個(gè)項(xiàng)目的能力。但是，通過(guò)使用公司的評(píng)價(jià)，我們可以得出，如合資格人士，變更管理，動(dòng)機(jī)，解決問(wèn)題，發(fā)展和整體系統(tǒng)利用率的項(xiàng)目。 此外，內(nèi)部和外部競(jìng)爭(zhēng)力司根據(jù)是否是一個(gè)獨(dú)立的能力，以及是否有用，通過(guò)與外界的互動(dòng)合作。 測(cè)試項(xiàng)目施工隊(duì)伍和項(xiàng)目管理隊(duì)事件能力模型的適用性 所建立的能力模型用三種方法進(jìn)行測(cè)試，本 研究采用同步構(gòu)建驗(yàn)證測(cè)試所建立的能力模型。 本研究結(jié)果如下： 1 負(fù)責(zé)執(zhí)行項(xiàng)目的施工隊(duì)伍獲得了判斷能力，專業(yè)，角色和責(zé)任分配與其他組織， 實(shí)踐應(yīng)用能力，施工經(jīng)驗(yàn)， QSE 管理，成本管理，過(guò)程管理，記錄管理，公共投訴管理，和說(shuō)服能力，合作。 此外，為了提高本研究提出的模型的有效性，我們需要將該模型應(yīng)用到各項(xiàng)建設(shè)和推廣相應(yīng)模型。 3 員工個(gè)人的能力影響到組織的能力，因此，該組織的項(xiàng)目 績(jī)效。 6 結(jié)論 本研究開發(fā)并測(cè)試了項(xiàng)目的施工隊(duì)伍和項(xiàng)目控制能力的服務(wù)團(tuán)隊(duì)外遇模式，以提供一個(gè)人力發(fā)展和建筑公司，包括就業(yè)，教育和績(jī)效評(píng)估，組織能力的提高人力資源管理的基本框架。普通的外部競(jìng)爭(zhēng)力是由 10 個(gè)在組織發(fā)展和組織管理能力組的詳細(xì)能力。這些項(xiàng)目大多顯示，建造業(yè)和建設(shè)項(xiàng)目的特點(diǎn)，提供了一種手段來(lái)提高競(jìng)爭(zhēng)力模型的適用性。 由于本研究主要用于在生成能力 183 項(xiàng)目的一般性模型，不少項(xiàng)目出現(xiàn)了多余的相互聯(lián)系。這種無(wú)形資產(chǎn)的管理是至關(guān)重要的一個(gè)公司的管理 。由于建筑行業(yè)的特點(diǎn)，施工能力評(píng)價(jià)被認(rèn)為是客觀和必要的有關(guān)公司競(jìng)爭(zhēng)力的信息。 勝任力模型開發(fā)能力還需要一個(gè)分類系統(tǒng)，并為每個(gè)分類的能力水平的定義。本研究制定了項(xiàng)目的施工隊(duì)伍和項(xiàng)目控制團(tuán)隊(duì)勝任力模型具體事務(wù)。更具體地說(shuō)，核心競(jìng)爭(zhēng)力是指一個(gè)組織的一般資源和能力對(duì)這些資源是由一個(gè)組織的所有成員共享。 2 勝任力模型 定義的能力 “能力”的詞義是“有能力做的工作或能力的程度。因?yàn)轫?xiàng)目的施工隊(duì)伍和項(xiàng)目控制團(tuán)隊(duì)事務(wù)服務(wù)和建筑公司的核心職能，這些功能可以更容易集中和普遍適用于建筑公司。如核心能力，其中包括一個(gè)公司的無(wú)形資產(chǎn)流失。在韓國(guó)建筑行業(yè)也不例外，目前正面臨財(cái)政困難的一些問(wèn)題。 training plans based on a pany’s petency evaluation. In addition, division of internal and external petencies was based on whether a petency was independently useful and whether it worked through interaction with the outside. Accordingly, internal petencies have a surface characteristic, and external petencies include a partial internal characteristic and are somewhat difficult to manage and develop. This division may function as a criterion for the development of the petencies of existing members and the inflow of petencies from the outside. Generalinternal petency, which exists monly in jobs and has a surface characteristic, was posed of 12 detailed petencies regarding thinking ability, personality, and self management. Generalexternal petency was posed of 10 detailed petencies in the anization development and anization management petency groups. Likewise, special petency, which reflects the peculiarities of a given job, was posed of 12 detailed petencies in the skill, general, project management petency groups and 12 detailed petencies in the customer management and munication management petency groups. 5. Development and Validation of a Proj