以職能為基礎的管理(Competency-Based management)是一種以「員工能力」為基礎和發展的管理概念，其主要的目的在於找出並確認哪些是導致工作上卓越績效所需具備的知識、能力及行為表現(Spencer & Spencer，1993)進而協助組織在人力資源方面做全面性的發展和運用。在腦力密集的高科技產業中，企業的成敗關鍵之一係擁有優秀的人才，而本研究的個案－IC設計公司，為了更有效地管理人才以提升人力素質，決定導入職能模型。 本研究將針對個案公司的業務職建立專業職能模型，以及發展關鍵行為項目。首先，本研究對績優業務員以及高階及中階業務主管進行「行為事例訪談」以及「職能項目問卷調查」，蒐集個案公司的業務職能項目與行為事例，得到「關係建立/人際影響」、「協商技巧」、「彈性變通」、「產品及產業知識」四項職能及各職能之行為事例；再根據內部資深與績優人員的建議、文獻、職能字典及外部專家的建議，發展業務專業模型之關鍵行為項目；使用「焦點團體訪談」來進行職能模型的確認，根據與會之高階、中階管理者與績優業務員的建議，修正不適用的關鍵行為指標；並安排「同意度檢定」以取得公司內所有業務同仁對業務專業職能之認同；本職能模型確立後，製作職能手冊做為業務人員任務執行的行為參考範本。最後，本研究採用無母數方法中的Mann-Whitney U test驗證模型之有效性，以業務人員過去兩年之銷售目標達成率作為依變項，各職能構面表現為自變項，進一步驗證本職能模型的確可區分出高績效與低績效之業務人員，以利於未來業務人員的培養與發展。 Competency-based management is a kind of managerial concepts based on and developed by employees’ competencies. The main purpose of competency-based management is to identify the necessary knowledge, abilities and behaviors leading to outstanding performance (Spencer & Spencer, 1993), and thus to help organizations plan for comprehensive development and application in human resource management. In the brain-intensive high-tech industry, one of the keys to an enterprise’s success is to own talents. An IC design house, the case company in this study, decided to introduce a competency model for managing talents much more effectively to improve manpower quality. This study built a professional competency model and developed critical behavior items for sales representatives in the case company. First, this study conducted behavioral event interviews and a competency items questionnaire survey with outstanding sales representatives, top management and middle sales managers to collect the sales competency items and behavioral events. Next, according to the senior and outstanding sales representatives’ suggestions, literature, the competency dictionary, and external experts’ suggestions, the critical behavior items of the sales professional competency model were developed. Focus-group interviews were used to identify the competency model and correct inappropriate critical behavioral indexes based on the suggestions from top management, middle managers and outstanding sales representatives. An ‘Agreement Test’ was arranged to acquire entire sales representatives’ recognition of sales professional competencies. After the competency model was identified, competency handbooks were published for providing sales representatives a behavioral guide when they execute their tasks. Finally, this study employed the Mann-Whitney U test in Non-parametric Statistics to examine the effectiveness of the model. Sale representatives’ sales achievement rates in previous two years were taken as the dependent variables, while their performance in each competency dimension was taken the independent variables. The competency model was further examined to ensure that it can really distinguish between sales representatives with high performance and those with low performance so that it will be beneficial for sales representatives’ cultivation and development.
