| Summary: | 碩士 === 東吳大學 === 心理學系 === 107 === This study takes a Taiwanese securities corporation as an example. In oder to keep its sustainable competitive advantages in the ever-changing environment, this securities corporation decided to establish its own core competence model. This study used in-depth interview method to interview 7 senior and high performance employees in this securities corporation. After that, we used discourse analysis to converg the interview transcript into 8 core competencies which related to high employee’s performance. We also combine an old P securities corporation’s core competence which did not exist in our interview to establish a questionnaire for following study. After the expert validity test and pilot study, there are total 45 items in this questionnaire.
After conducting questionnaire survey, we used reliability analysis, item analysis, exploratory factor analysis (EFA) to do the data analyses. The result of EFA shows 7 factors, and 38 items were reserved in the questionnaire. The 7 factors were named as follows: ”Spontaneous learning”, “Goal management”, “Integrity”, “Initiative to help”, “Proactiness and positivity”, “Achievement-oriented”, and “Communication and cooperation”. In 7 subscales, high performance employee’s scores are all higher than common performance employee. Also, there is a significant difference in the subscale “Goal management”. At the same time, the reliability of 7 subscales are all higher than .70, which means there is a good reliability. This provides the company to recruit and select the target candidates more efficiently and precisely.
We proposed the following suggestions after questionnaire surveyof 248 employees of the P securities and data analyses: 1. Using independent samples T test to examine the difference between high performance employee and common performance employee, the result shows that only on the subscale “Goal management” has the significant difference. It means this scale can distinguish high performance employee from common performance employee. 2. Using one way ANOVA to test the difference among different tenures of employees, the result shows that there is a significant difference on the subscale “Goal management”. Although no significant difference is found by Tukey post hoc, there is a tendency on the “Goal management” subscale, that the employees score higher when their tenure in the company is longer. 3. We propose the model employee for P securities corporation according to its desired conditions: general staff, 6-15 years of seniority, high performance employee, 29 model employees were selected to calculate the model employee scores. If an employee candidate can reach the average scores or higher than the scores, it means this candidate may be a good fit to the company, and after he/she gets into the company, he/she is expected to have higher performance, intention to stay, job satisfaction, and organizational commitment. Therefore, the core competency questionnaire established by the study can be applied to P securities corporation’s selecting process.
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