【導(dǎo)讀】?jī)?yōu)勢(shì)，提高競(jìng)爭(zhēng)優(yōu)勢(shì)的方法之一就是培養(yǎng)一批素質(zhì)高的員工。那么勢(shì)必要積極探索有效的。勝任力模型是目前人力資源管理研究的一個(gè)熱點(diǎn)話題，越來越多的學(xué)者和。企業(yè)，研究和應(yīng)用勝任力模型。勝任力模型與員工培訓(xùn)關(guān)系密切，本文從勝任力與員工培。訓(xùn)的關(guān)系著手，就勝任力模型在員工培訓(xùn)中的應(yīng)用進(jìn)行了探討。諸多生產(chǎn)要素中迅速占據(jù)了主導(dǎo)地位。以優(yōu)秀員工的勝任力表現(xiàn)或未來發(fā)展的職業(yè)需要為標(biāo)準(zhǔn)，對(duì)員工展開培訓(xùn)。是使員工由合格轉(zhuǎn)變?yōu)閮?yōu)秀。最早對(duì)勝任力展開系統(tǒng)研究和分析，并提出較為完整理論體系的是哈佛大學(xué)終身榮。時(shí)至今日，勝任力模型已經(jīng)在實(shí)踐中得到廣。勝任力模型的研究，有助于確定員工高效完成工作。勝任力具有不同的層次和水平。貢獻(xiàn)，而實(shí)施的有計(jì)劃、有系統(tǒng)的培養(yǎng)和訓(xùn)練活動(dòng)。和組織的業(yè)績(jī)，推動(dòng)組織和個(gè)人的不斷進(jìn)步，實(shí)現(xiàn)組織和個(gè)人的雙重發(fā)展。培訓(xùn)是企業(yè)培養(yǎng)和挖掘自身資源的手段。員工對(duì)企業(yè)的了解與認(rèn)同，正是共同發(fā)

　　

【正文】 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. 蘇州大學(xué)本科生畢業(yè)設(shè)計(jì)（論文） 22 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。 Dubios, 1993。 Jacobs, 1989). Throughout 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 蘇州大學(xué)本科生畢業(yè)設(shè)計(jì)（論文） 23 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 蘇州大學(xué)本科生畢業(yè)設(shè)計(jì)（論文） 24 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。 1) petency relevant to construction ability evaluation, 2) petency pertaining to pany evaluation, and 3) petency focusing on intangible asset evaluation. First, core petencies relevant to construction ability evaluation have to do with the necessity of evaluating, a construction pany for its construction 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