【正文】 cluded 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。 Dubios, 1993。外文文獻(xiàn)A Competency Model for Project Construction Team and Project Control TeamTai Sik Lee, DuHwan Kim, and Dong Wook LeeReceived August 12, 2010/Accepted October 19, 2010Abstract：This study focuses on developing a petency model for project construction team and project control team service, which are the essential responsibilities of construction panies, in order to provide a basic framework for manpower development including employment, education, performance measurement, and organizational ability improvement. Together, these attributes prise the basics of human resource management and reflect the key characteristics of construction panies. This study analyzed several previous petency model studies, and derived job petency items from a questionnairebased survey of corresponding job performers centering on various existing petency items established with respect to the characteristics of construction panies.In addition, through interviews with a specialist group, this study derived weights for setting petency levels and facilitating petency evaluation and formulated a project construction team and project control team affair petency model for construction panies. This study tested the validity of the formulated model by analyzing its correlation with the performance of actual construction projects.Key words: petency model, core petency by job, high performer petency model1. Introduction Background and ObjectivesDuring the course of many adversities, ranging from the worldwide economic depression in 1998 to the current global economic crisis caused by the recent subprime meltdown and resulting financial problems, most industries in the world desperately have searched for various ways to survive. The construction industry in Korea is no exception, and is currently faced with a number of difficult financial issues. In the present slackened market situation, because construction panies also experience decrease in revenues, it bees essential to increase efficiency and improve profitability by decreasing costs. Consequently, the paradigm of pany management has switched from growth to optimization. As is the case for many other industries, construction panies have introduced information systems and office automation in accordance with the new management paradigm, and have made efforts to improve work efficiency by redesigning work processes using BPR (Business Process Reengineering). These changes have resulted in short term imp