| 摘要: | 金融業界最大的資產在於優秀的人力資源，而在金融控股法通過後，金控公司內部的營運情況與主管的管理方法更左右著公司經營績效；有鑑於此，本研究之目的便希望建立以銀行為主體之金控公司的各階主管所應具備的管理職能模型，並藉由此模型之應用，為個案公司設計出合適的訓練發展藍圖，以協助其培養主管之職能。 透過文獻分析、行為事例訪談、與專家及個案公司人資主管多次修正、焦點團體討論，以及同意度問卷檢測等方式，本研究有邏輯地確立職能構面、構面定義，及展開各構面之子構面，並進一步萃取與所需職能吻合的行為項目，以建立出個案公司高階主管、中階主管、基層主管之管理職能模型。 完成之高階主管管理職能模型包括五項職能構面：經營敏銳度、公司策略與制度規劃、變革管理、績效管理、領導統馭，共25項行為項目；中階主管管理職能包括五項職能構面：規劃與執行、團隊建立、績效管理、溝通協調、員工發展，共24項行為項目；而基層主管管理職能亦包括五項職能構面：規劃與執行、團隊建立、績效管理、溝通協調、員工發展，共20項行為項目。 最後，本研究便以職能模型為基礎，並綜合過去學者研究出之階層別訓練體系以及美國創造性領導研究中心(Center for Creative Leadership, CCL)提出之發展經驗模型，將個案公司之訓練體系設計為垂直縱向的階層別訓練體系；並以個案公司之基層主管為例，將教育訓練制度劃分為評估、挑戰、支持等三大部份，並以針對挑戰的部分，加以設計適合之訓練方法與規劃。 The largest asset of the financial industry is the human resources. Especially after the Financial Holding Company Law announcing, the operating situation and the managing methods of the financial holding companies have more influences on the performances. In view of this, the purpose of this thesis is to set up the management competency models for each management levels in the financial holding companies which take bank as a principal part. By applying these competency models, in the end, this thesis also designs a suitable training roadmap for the case company. Through the documents analysis, behavior event interviews, revising many times by the HR experts and HR manager of the case company, focus group discussion, and testing by the degree of agreement questionnaires, this research establishes the competency dimensions, definitions of each dimensions, sub-dimensions, and the behaviors step by step for the management competency models for the functional heads, department heads and team leaders of the case company. In terms of the contents of these three management competency models, the functional heads’ management competency model includes 5 competency dimensions and amounts to 25 behaviors. The department heads’ management competency model includes 5 competency dimensions and amounts to 24 behaviors. The team leader’ management competency model also includes 5 competency dimensions and amounts to 20 behaviors. Based on these competency models, the previous researches about the training system and the Model for Developmental Experience developed by the Center for Creative Leadership in America, this thesis works out a vertical stratum training system for the case company. In order to make this training roadmap clearly, this thesis takes the team leaders as an example and follows the Model for Developmental Experience to divide the process of the training system into assessment, challenge, and supports three steps. In addition, this thesis also designs the suitable training methods and plans at challenge step to make it more completely. |
