一般人力資源管理人員勝任特征初探-文庫(kù)吧資料
2024-09-04 06:00本頁面
【正文】 s may be broader than those used in the past.2. Panel groups are assembled, posed of individuals knowledgeable about the jobs in the pany. This group can include both high and lowperforming employees, supervisors, managers, trainers, and others.3. A facilitator from HR or an outside consultant interviews the panel members to get specific examples of job behaviors and actual occurrences on the jobs. During the interview the individuals are also asked about their thoughts and feelings during each of the described events.4. Using the behavioral events, the facilitator develops detailed descriptions of each of the petencies. This descriptive phase provides clarity and specifics so that employees, supervisors, managers, and others in the organization have a clearer understanding of the petencies associated with jobs.5. The petencies are rated and levels needed to meet them are identified. Then the petencies are specified for each of the jobs.6. Finally, standards of performance are identified and tied to the jobs. Appropriate selection screening, training, and pensation processes focusing on petencies must be developed and implemented.Examples of the petencies used in organizations vary widely. In one survey of 10 panies, the following were most mon.資料來源：陳薇，彭尚平，.表5：層級(jí)－勝任能力側(cè)重分析表分類人力資源高層管理者人力資源中層管理者人力資源基層管理者人力資源一般管理者知識(shí)√技能√角色√人品√資料來源：陳薇，彭尚平，.表6：企業(yè)人力資源管理人員勝任特征構(gòu)面項(xiàng)目成就與行動(dòng)工作努力、達(dá)成目標(biāo)、人力資源決策、方法創(chuàng)新、角色定位、監(jiān)控、人力資源管理信息系統(tǒng)應(yīng)用、果斷、前瞻性、工作狂熱、信息收集、信息機(jī)制協(xié)助與服務(wù)人際洞察、了解他人、傾聽他人、回應(yīng)他人、支持他人、主動(dòng)協(xié)助、團(tuán)隊(duì)幫助、以身作則、贏得支持沖擊與影響說服他人、內(nèi)部影響、外部影響、了解企業(yè)、企業(yè)判斷、私人網(wǎng)絡(luò)管理促人改進(jìn)、培訓(xùn)他人、鍛煉他人、樂提建議、有效分配、指示他人、監(jiān)督績(jī)效、管制、樂于分享、尊重他人、激勵(lì)他人、增進(jìn)士氣、解決沖突、促進(jìn)合作、督促他人、公平待人、號(hào)召力認(rèn)知分析問題、系統(tǒng)分解、解決問題、概念應(yīng)用、模式創(chuàng)新、商業(yè)知識(shí)、更新知識(shí)、人力資源管理知識(shí)、傳播知識(shí)個(gè)人效能保持冷靜、使人冷靜、堅(jiān)持、自信、接受挑戰(zhàn)、敢于質(zhì)疑、活用規(guī)章制度、改變自我、忠于企業(yè)、犧牲私利、使命導(dǎo)向、愿景導(dǎo)向其他個(gè)人特征與能力職業(yè)偏好、口頭表達(dá)、文字表達(dá)、法律意識(shí)、細(xì)心、保密性、電腦操作資料來源：.[D].廈門:廈門大學(xué), 2004表7：一般人力資源管理人員勝任特征模型構(gòu)面分類基準(zhǔn)性勝任特征辨別性勝任特征發(fā)展性勝任特征成就與行動(dòng)人力資源決策信息收集前瞻性達(dá)成目標(biāo)協(xié)助與服務(wù)支持他人以身作則沖擊與影響企業(yè)判斷管理有效分配鍛煉他人樂提建議增進(jìn)士氣號(hào)召力促進(jìn)合作認(rèn)知解決問題個(gè)人效能敢于質(zhì)疑其他個(gè)人特征與能力文字表達(dá)資料來源：本文整理英文文獻(xiàn)Competency Approach to Job AnalysisThere is a growing interest in focusing on the petencies that individuals need in order to perform jobs, rather than on the tasks, duties, and responsibilities posing a job. This shift emphasizes that it is the capabilities that people have that truly influence organizational performance. As . Lawler suggests, instead of thinking of individuals having jobs that are relatively stable and can be written up into typical job descriptions, it may be more relevant to focus on the petencies used. Competencies are basic characteristics that can be linked to enhanced performance by individuals or teams of individuals. The groupings of petencies, as Figure 7—1 indicates, may include knowledge, skills, and abilities.VISIBLE AND HIDDEN COMPETENCIES Figure 7—1 illustrates that there are both hidden and visible petencies. Knowledge, being more visible, is recognized by many employers in matching individuals to jobs. With skills, although some are evident such as skill in constructing financial spreadsheets, others such as negotiating skills, may be less identifiable. But it is the “hidden” petencies of abilities, which may be more valuable, that can enhance performance. For example, the abilities to conceptualize strategic relationships and to resolve interpersonal conflicts are more difficult to identify and assess.A growing number of organizations are using some facets of petency analysis. A survey of over 200 organizations sponsored by the American Compensation Association (ACA) asked about the major reasons that firms have used the petency approach. The three primary reasons given were (1) municating valued behaviors througho
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