本文選題：勝任素質(zhì) + 電信企業(yè)　； 參考：《北京交通大學(xué)》2013年博士論文

【摘要】：我國電信行業(yè)的快速發(fā)展對電信企業(yè)管理人員提出了更高的素質(zhì)要求,尤其是在以“動蕩、變革”為特征的3G時代,企業(yè)管理人員素質(zhì)的重要性變得尤為突出,其素質(zhì)水平對企業(yè)績效的高低產(chǎn)生重要的影響。目前,我國電信業(yè)處于轉(zhuǎn)型、轉(zhuǎn)折的重大機(jī)遇期。3G時代電信業(yè)的迅猛發(fā)展創(chuàng)造著前所未有的機(jī)遇,同時也使其面臨著巨大的挑戰(zhàn)。快速劇變的產(chǎn)業(yè)環(huán)境、日趨激烈的市場競爭、不斷涌現(xiàn)的新知識,都需要管理者勝任素質(zhì)與之適應(yīng)。因此,管理者到底應(yīng)該具備怎樣的勝任素質(zhì),以創(chuàng)造更佳績效,增強(qiáng)企業(yè)的核心競爭能力,既是心理學(xué)、人力資源管理和組織行為學(xué)領(lǐng)域關(guān)注的熱點(diǎn)問題,又是行業(yè)發(fā)展和企業(yè)競爭的需要。 探索管理者在變化的情境中如何表現(xiàn)優(yōu)異、取得成功的勝任素質(zhì)模型,已成為組織行為學(xué)和人力資源開發(fā)的理論研究和實(shí)踐探索的全球性問題之一。論文從電信行業(yè)的特點(diǎn)和環(huán)境出發(fā),運(yùn)用行為事件訪談等方法,獲取了電信企業(yè)管理人員勝任素質(zhì)指標(biāo)。運(yùn)用探索性因子分析和驗(yàn)證性因子分析,構(gòu)建了我國電信企業(yè)管理人員勝任素質(zhì)模型。該模型由品質(zhì)維度、能力維度、素質(zhì)維度、知識維度4個維度的14項(xiàng)勝任素質(zhì)構(gòu)成。根據(jù)我國資源配置的區(qū)域差異,我國電信運(yùn)營企業(yè)劃分為：(1)北方電信+南方聯(lián)通；(2)北方聯(lián)通和南方電信；(3)中國移動三種市場類型。通過專家評析得出三類市場類型的電信企業(yè)管理人員對勝任素質(zhì)四維度的具體要求有一定差異。 論文選取BSC平衡計(jì)分卡與KPI關(guān)鍵績效指標(biāo)兩種方法進(jìn)行有效的結(jié)合,建立了基于平衡計(jì)分卡的電信企業(yè)績效指標(biāo)體系,該體系包括財(cái)務(wù)、客戶、內(nèi)部流程、學(xué)習(xí)與成長四個維度。并基于此,建立了電信企業(yè)關(guān)鍵績效指標(biāo)和電信企業(yè)管理人員績效考核指標(biāo)。 經(jīng)過對電信企業(yè)管理人員勝任素質(zhì)和個人績效數(shù)據(jù)進(jìn)行多層面數(shù)據(jù)加總檢驗(yàn)得出,二者與企業(yè)績效間具有較好的一致性,可進(jìn)行下一步的研究。因此,將電信企業(yè)管理人員勝任素質(zhì)模型的4個維度要素與企業(yè)工作績效進(jìn)行相關(guān)和回歸分析。分析得出：電信企業(yè)管理人員勝任素質(zhì)各維度與其績效的4個指標(biāo)存在顯著相關(guān),說明電信企業(yè)管理人員的勝任素質(zhì)是影響其績效的重要變量。此外,通過對電信企業(yè)管理人員勝任素質(zhì)與企業(yè)績效影響機(jī)理研究中得出：電信企業(yè)管理人員勝任素質(zhì)與企業(yè)績效在大部分維度上都存在著顯著的正相關(guān)關(guān)系,且個人績效起到了部分中介作用,而勝任素質(zhì)模型中的素質(zhì)維度和績效之間的相關(guān)關(guān)系受到了市場類型的調(diào)節(jié)作用。 論文最后基于電信企業(yè)管理人員勝任素質(zhì)模型,建立了電信企業(yè)管理人員管理體系,包括電信企業(yè)管理人員的招聘甄選、考核、薪酬管理、培訓(xùn)和職業(yè)生涯設(shè)計(jì),用于提升管理人員隊(duì)伍素質(zhì)和人力資源管理工作的科學(xué)性。此外,圍繞電信企業(yè)管理人員的勝任素質(zhì)構(gòu)成要素,提出了電信企業(yè)管理人員勝任素質(zhì)提升的基本路徑。
[Abstract]:The rapid development of the telecom industry in China has put forward higher quality requirements for telecom enterprise managers. Especially in the 3G era characterized by "turbulence and change", the importance of the quality of enterprise managers has become particularly prominent, and its quality has an important impact on the performance of the enterprise. At present, the Telecom Industry in China is in transition. The rapid development of the telecom industry in the.3G era of the turning point creates unprecedented opportunities and challenges. The industrial environment of rapid upheaval, the increasingly fierce market competition, and the continuous emergence of new knowledge all need the competence of the managers to adapt to them. Therefore, what kind of victory should the managers have in the end? It is not only a hot issue in the field of psychology, human resource management and organizational behavior to create better performance and enhance the core competitive ability of enterprises, but also the need of industry development and enterprise competition.
It has become one of the global problems in the theoretical research and practice exploration of organizational behavior and human resources development to explore how managers perform well in the changing situation and achieve successful competency model. This paper, starting from the characteristics and environment of the telecommunications industry, uses behavioral event interviews and other methods to obtain the managers of telecom enterprises. By using exploratory factor analysis and confirmatory factor analysis, the competency model of Chinese telecom enterprise managers is constructed. The model is composed of 14 Xiang Shengren qualities of 4 dimensions: quality dimension, ability dimension, quality dimension and knowledge dimension. According to the regional differences of the allocation of resources in China, China's telecom operation enterprises are divided. It is divided into: (1) Northern Telecom + South Unicom; (2) North China Unicom and southern Telecom; (3) three types of China Mobile market types. Through expert evaluation, it is concluded that there are certain differences in the specific requirements for the four dimensions of competency of the three types of market types.
The paper selects the BSC Balanced Scorecard and the KPI key performance index two methods effectively, and establishes the telecom enterprise performance index system based on the balanced scorecard. This system includes four dimensions of financial, customer, internal process, learning and growth. Based on this, the key performance indicators of telecom enterprises and telecom enterprise managers are established. Performance evaluation index.
Through the multilevel data addition test on the competency and personal performance data of the telecom enterprise managers, the two ones have good consistency with the enterprise performance and can be studied in the next step. Therefore, the 4 dimensions of the competency model of the telecom enterprise managers are related to the work performance of the enterprise. Analysis shows that there is a significant correlation between the competence dimensions of the telecom enterprise managers and the 4 indicators of their performance, indicating that the competence of the telecom enterprise managers is an important variable that affects their performance. In addition, through the study of the influence mechanism of the competency and performance efficiency of the telecommunication enterprise managers, the telecom enterprise management There is a significant positive correlation between staff competence and enterprise performance in most dimensions, and personal performance plays a part of intermediary role, and the relationship between quality dimension and performance in competency model is regulated by market type.
At the end of this paper, based on the competency model of telecom enterprise managers, the management system of telecom enterprise managers has been established, including the recruitment selection, assessment, salary management, training and career design of telecom enterprise managers, which can be used to improve the quality of management staff and the scientific nature of human resources management. The basic elements of the competency of the managers are put forward, and the basic path to enhance the competency of the managers is put forward.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：博士
【學(xué)位授予年份】：2013
【分類號】：F626;F272.92

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本文編號：1996231