The Construction of the Core Competence of the First Line Manager of Personnel－the Example of Tao Yuan County

• Main Authors: Jao-Jui Kung, 饒瑞恭
• Other Authors: 作者未提供
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/6f5vv3

碩士 === 銘傳大學 === 公共事務學系碩士在職專班 === 94 === The main purpose of this research is to construct the core competence of the first line manager of personnel in Tao Yuan County Government, for the reference of qualifying examination, promotion, transferring, evaluation, training and development. It can also be used as the self-evaluation of the learning objectives of the first line manager of personnel. The research was done with documental analysis and questionnaire to test what kind of core competence they should own and have them self- estimate what kind of core competence they have owned. This research includes 107 questionnaires, with 90 answered and sent back in stamped addressed envelope. After adding pre-test questionnaires, the total is 97.Among them, 97 is validate. Through t-test, ANOVA, and Scheffe’s test, whether there is significant difference between what core competence the first line manager of personnel “should” own and “have” owned can be proved. The research hypotheses of the variable of population statistics and attributes of institutions are to find whether there is significant difference between the core competence the first line manager of personnel “should” own, “have” owned, and “should and have” owned. With the analysis of the results of the research, it find what kind of essential core competence the first line manager of personnel should have and what they lack most. Besides, I make an integrated assortment of the proof of hypothesis. At last, the following suggestions are provided for the reference of personnel director in Tao Yuan County, the personnel manager, and the follow-up researchers. Ⅰ.The suggestions to the Personnel’s Office A.Construct the essential core competence of the first line manager of personnel and shape the professional image of the director of personnel. B.Strengthen and train the core competence of the first line manager of personnel to raise the quality of them. C.Construct the evaluation mechanism which is “competence” centered to reach the goal of praising the good and eliminating the inferior. D.Put “core competence” into the mechanism of the administration of human resources to put the staff in adaptable position. Ⅱ. The suggestions to the first line manager of personnel A.Use the evaluation form of core competence to re-estimate their self ability. B.Use the self evaluation of core competence as the referential objective of learning and training. C.Integrate the connotation of core competence into the will of transferring to reduce the work of personnel transferring. Ⅲ. The suggestions to follow up researchers A.Enlarge the subject and range of the investigation. B.Make a deep analysis of related variables. C.Improve the methods of research.