【文章內(nèi)容簡介】 onstruction abilities when contracting a construction work. Due to the characteristics of the construction industry, the evaluation of construction ability is considered as objective and essential information about a pany’s petencies. In general, evaluation of construction ability includes performance evaluations of previous construction works, management, and technological abilities, which are heavily influenced by the pany’s performance or financial shape. That is, a pany’s performance or financial shape does not represent the pany’s internal petencies. Because the current study focuses mainly on internal petencies in relation to human resource management this study did not include petencies relevant to construction ability evaluation in its model.Second, the core petencies of a pany’s operation get evaluated in two ways: 1) evaluation done during the period of raising funds from financial institutions or mutual aid associations, and 2) credit evaluation in order to see if the pany has ability to repay its issued corporate bonds. Since evaluations of a pany’s operation should be objective, many of the evaluation items are related to tangible assets, although a good number of items touch upon the pany’s internal value, such as feasibility, management skills, and technological power. Thus, the current study included the measurement indexes relevant to pany evaluation.Lastly, major petency items related to a pany’s members and their jobs are generally evaluated based on intangible assets. The management of such intangible assets is critical to a pany’s management. The intangible value of a pany is generally evaluated through a Balanced Score Card (BSC), Scandia model, and Sveiby model.4. Core Competencies of Major Jobs Setting the Scope of Core Competency Factors by Job This study derived mon petency factors from general petency models, and derived petency factors for each job from the core petencies of construction panies. In addition, this study derived petency factors for each job based on interviews with highranking officials.This study generated a total of 183 petency items by analyzing four general petency models proposed by scholars and six petency models used by major panies. The general petency models proposed by scholars included about 20 to 35 petency items. On the other hand, most of the models used in panies only have 10 to 14 petency items. This difference may occur because general petency models reflect all possible factors, but those used in panies tend to either exclude many items due to a pany’s peculiarities or restrict the number of petency factors in order to achieve a more convenient operation.Because this study used general models mostly when generating the 183 petency items, many items appeared redundant with one another. By using information obtained from interviews with a group of 10 specialists who had carried out project construction team and project control team services at panies for over 5 years, this study identified the redundant items and removed them. Then, this study restructured the petency factors into 36 items and used information from.As shown in Table 2, this study derived the petency factors of a construction pany from the jobbased core petencies in construction pany’s valuation models.As mentioned above, it was difficult to derive petency factors for each job because the items associated with construction ability evaluation were mostly related to performance and financial conditions. However, by using pany evaluations, we were able to derive items such as the development of petent persons, change management, motivation, problem solving, and the utilization of total systems. Job petency items included intangible asset valuation, the development of petent persons, role and responsibility allotment, cost management, technology information collection management, practical application ability, QSE management, customer relation management, and the development of new customers. In this study, as one of major methods for building a petency model, we conducted additional interviews with 10 well performing employees who had over 5 years of experience with their current job.As a result, in addition to the job petency items derived from the general petency models and pany petency models, we derived several new items to incorporate construction concerns such as contract management, process management, public plaint management, construction experience, image management, adaptability, presentation ability, and administrative reporting ability. Most of these items show the characteristics of the construction industry and construction projects and provide a means to improve the applicability of the petency model. Deriving Competency Factors by JobIn order to utilize the core petency and job petency factors, we divided the petencies into general petencies, special petencies, internal petencies, and external petencies. Depending on their characteristics, petencies were divided into 1) general petencies usable in construction panies’ ordinary jobs and 2) special petencies specific to project construction team and project control team affair services of construction projects. This division was expected to be highly useful in making employment or education amp。 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