我国专业技术人员与管理人员胜任特征差别研究
摘要
随着我国科技和教育水平的不断提高,专业技术人员的队伍不断发展壮大,专业技术人员的职业生涯发展正越来越成为人们关注的问题。“双梯制”是目前组织普遍使用的解决专业技术人员职业生涯发展模式单一问题的方法。但“双梯制”要想真正发挥作用必须解决一个重要的前提性问题,即究竟什么样的专业技术人员适合走专业技术通道,而什么样的专业技术人员可以走管理通道。那种仅凭领导的直觉或专业技术人员本身的兴趣而做出决定的做法显然是不科学的。笔者认为,胜任特征是解决这一问题的一个很好的角度。如果能够找出专业技术人员和管理人员在胜任特征上的差异,便可以把具备更多管理人员胜任特征的优秀专业技术人员提拔到管理岗位上,减少因决策失误将不合适的人放在管理岗位而给组织带来的损失。
为找出专业技术人员和管理人员在胜任特征上的差异,本研究在对国内外研究文献进行回顾的基础上,首先通过对我国学者对不同领域、不同层次专业技术人员和管理人员胜任特征的既有研究进行元分析,依据各个胜任特征要素在所有模型中出现的频次统计得到我国专业技术人员和管理人员的胜任特征要素。其次,我们将频次统计得到的胜任特征要素编制成问卷分别发放给各类专业技术人员和管理人员,并对问卷数据采用探索性因子分析和结构方程模型进行检验,并得到了两类人员胜任特征的内在结构。最后,对本研究建立的我国专业技术人员和管理人员胜任特征通用模型进行了对比分析,得到了二者的差异。
结果表明,我国专业技术人员胜任特征通用模型由自我效能、思维与认知、职业素养3个因子,自信、解决问题的能力、主动性、坚韧性、分析式思维、概念式思维、成就导向、创新意识与能力、关注质量与程序、责任心、学习能力、专业知识与技能、沟通能力、团队合作、信息寻求能力等15个胜任特征要素构成。而我国管理人员胜任特征通用模型则由职业素养、思维与认知、领导力3个因子,责任心、计划能力、沟通协调能力、战略决策能力、主动性、团队合作、自信、管理相关知识、学习能力、创新意识与能力、正直诚信、客户导向、影响力、发展下属、成就导向、团队领导等16个胜任特征要素构成。
而通过对比两类人员的胜任特征模型我们得到以下结论:(1)两类人员在胜任特征上存在的共性表明专业技术人员转向管理人员是可行的。(2)两类人员胜任特征上的差异又决定了并非所有的专业技术人员都能胜任管理岗位,那些在专业技术人员胜任特征之外具备了更多的管理人员胜任特征的专业技术人员更有可能胜任管理岗位。(3)“正直诚信”是专业技术人员胜任管理岗位的必要条件。
As long as the development of technology and education in China, the number of professional technicians becomes larger and larger, and people are paying more attention to the problem of career development of them.“Double Ladders”is considered one of the best solutions to the problem of the lacking of career development path. But to make“Double Ladders”work better, we should firstly know what kind of professional technicians could be competent for the role of a manager while which couldn’t. People usually made decisions simply from intuition or interest, what is obviously unreasonable. While, we think, that competency is a good solution to this problem. If we could tell the differences between professional and managerial competencies, we could promote those professional technicians who have more managerial competencies to managerial positions and that will avoid the damage to organizations because of the improper promotion.
In order to find the differences between professional and managerial competencies, we did a meta-analysis by counting the times every competency element appears in models advanced by local researchers on different kinds of professionals and managers to get the competencies of the two. Then we compiled two editions of questionnaires of the two by these competencies and made a number of professional technicians and managers to answer them. According to the survey data collected from 251 professional technicians and 218managers, factor analysis and the structural equation method was used to advance and examine the construct of the professional and managerial competency models. At last, we compared the two models.
We found that, the professional general competency model was consist of three factors, self-efficacy, thinking& perception, and occupational quality, which contains 15 competencies of self-confidence, problem solving, initiative, tenacity, analytical thinking, conceptual thinking, achievement orientation, innovation, focus on quality& procedure, conscientiousness, learning, specific knowledge& technique, communication, teamwork and cooperation and information seeking. While the managerial general competency model was consist of three factors, occupational quality, thinking& perception and leadership, which contains 16competencies of conscientiousness, planning, communication, strategic decision-making, initiative, teamwork and cooperation, self-confidence, specific knowledge, learning, innovation, honesty and integrity, focus on client’s needs, impact and influence, subordinate guiding, achievement orientation and team leadership.
Through the comparison of the two models, we got three conclusions. Firstly, the commonness of the two models tells that it is doable for a professional technician switching to management job. Secondly, the differences between the two models decide not all professional technicians could be competent for management job, and those professional technicians who have more managerial competencies could be more competent. Thirdly, honesty and integrity is the most important competency to tell weather a professional technician could be competent for management work.
为找出专业技术人员和管理人员在胜任特征上的差异,本研究在对国内外研究文献进行回顾的基础上,首先通过对我国学者对不同领域、不同层次专业技术人员和管理人员胜任特征的既有研究进行元分析,依据各个胜任特征要素在所有模型中出现的频次统计得到我国专业技术人员和管理人员的胜任特征要素。其次,我们将频次统计得到的胜任特征要素编制成问卷分别发放给各类专业技术人员和管理人员,并对问卷数据采用探索性因子分析和结构方程模型进行检验,并得到了两类人员胜任特征的内在结构。最后,对本研究建立的我国专业技术人员和管理人员胜任特征通用模型进行了对比分析,得到了二者的差异。
结果表明,我国专业技术人员胜任特征通用模型由自我效能、思维与认知、职业素养3个因子,自信、解决问题的能力、主动性、坚韧性、分析式思维、概念式思维、成就导向、创新意识与能力、关注质量与程序、责任心、学习能力、专业知识与技能、沟通能力、团队合作、信息寻求能力等15个胜任特征要素构成。而我国管理人员胜任特征通用模型则由职业素养、思维与认知、领导力3个因子,责任心、计划能力、沟通协调能力、战略决策能力、主动性、团队合作、自信、管理相关知识、学习能力、创新意识与能力、正直诚信、客户导向、影响力、发展下属、成就导向、团队领导等16个胜任特征要素构成。
而通过对比两类人员的胜任特征模型我们得到以下结论:(1)两类人员在胜任特征上存在的共性表明专业技术人员转向管理人员是可行的。(2)两类人员胜任特征上的差异又决定了并非所有的专业技术人员都能胜任管理岗位,那些在专业技术人员胜任特征之外具备了更多的管理人员胜任特征的专业技术人员更有可能胜任管理岗位。(3)“正直诚信”是专业技术人员胜任管理岗位的必要条件。
As long as the development of technology and education in China, the number of professional technicians becomes larger and larger, and people are paying more attention to the problem of career development of them.“Double Ladders”is considered one of the best solutions to the problem of the lacking of career development path. But to make“Double Ladders”work better, we should firstly know what kind of professional technicians could be competent for the role of a manager while which couldn’t. People usually made decisions simply from intuition or interest, what is obviously unreasonable. While, we think, that competency is a good solution to this problem. If we could tell the differences between professional and managerial competencies, we could promote those professional technicians who have more managerial competencies to managerial positions and that will avoid the damage to organizations because of the improper promotion.
In order to find the differences between professional and managerial competencies, we did a meta-analysis by counting the times every competency element appears in models advanced by local researchers on different kinds of professionals and managers to get the competencies of the two. Then we compiled two editions of questionnaires of the two by these competencies and made a number of professional technicians and managers to answer them. According to the survey data collected from 251 professional technicians and 218managers, factor analysis and the structural equation method was used to advance and examine the construct of the professional and managerial competency models. At last, we compared the two models.
We found that, the professional general competency model was consist of three factors, self-efficacy, thinking& perception, and occupational quality, which contains 15 competencies of self-confidence, problem solving, initiative, tenacity, analytical thinking, conceptual thinking, achievement orientation, innovation, focus on quality& procedure, conscientiousness, learning, specific knowledge& technique, communication, teamwork and cooperation and information seeking. While the managerial general competency model was consist of three factors, occupational quality, thinking& perception and leadership, which contains 16competencies of conscientiousness, planning, communication, strategic decision-making, initiative, teamwork and cooperation, self-confidence, specific knowledge, learning, innovation, honesty and integrity, focus on client’s needs, impact and influence, subordinate guiding, achievement orientation and team leadership.
Through the comparison of the two models, we got three conclusions. Firstly, the commonness of the two models tells that it is doable for a professional technician switching to management job. Secondly, the differences between the two models decide not all professional technicians could be competent for management job, and those professional technicians who have more managerial competencies could be more competent. Thirdly, honesty and integrity is the most important competency to tell weather a professional technician could be competent for management work.
引文
[1] Armstrong M. A Handbook of Personnel Management Practice. 5th ed. London: Kogan Page, 1991.
[2] Blancero D. Boroski J., Dyer L. Key Competencies for A Transformed Human Resource Organization: Results of A Field Study. Human Resource Management, 1996, 35(1):383-403.
[3] Byham W. C., Moyer R. P.. Using Competencies to Build A Successful Organization. Development Dimensions International Inc, 1996.
[4] David C. McClelland. Testing for Competence rather than for Intelligence. American Psychologist, 1973, (28):1-14.
[5] David C. McClelland. Identifying competencies with Behavioral Event Interviews. Psychological Science,1998,5(9):331-339.
[6] David R. Moore, Mei-Cheng, Andrew R. f. Dainty. Competence, competency and competencies: performance assessment in organizations. Work Srudy, 2002, (51): 314-319.
[7] Green P. C. Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies. San Francisco: Jossey-Bass, 1999.
[8] Janet Bailey, Robert B. Mitchell. Industry Perceptions of the Competencies needed by Computer Programmers: Technical, Business, and Soft Skill. Journal of Computer Information Systems, winter 2006-2007.
[9] Jeffery S. Shippmann. The Practice of Competency Modeling. Personnel Psychology, 2000, 53(3):703-740
[10] Jorgen Sandberg. Understanding Human Competence at Work: An Interpretative Approach. Academy of Management Journal, 2000, 43(1):9-25 .
[11] J. Robert Baum, Edwin A. Locke. A Multidimensional Model of Venture Growth. Academy of Management Journal, 2001, 44(2): 292-363, 299 .
[12] Klemp, G.O. (ed.) The Assessment of Occupational Competence. Washington, D.C.: Report to the National Institute of Education, 1980.
[13] Lance Gray. New Zealand HRD Practitioner competencies: Application of the ASTD Competency Model. Human Resource Management, 1999, 10(6): 1046-1059.
[14] McLagan, P.A.,“Competency Models”, Training & Development Journal, 1980, 34(12): 22~26.
[15] Michael Armstrong, Angela Baron. Performance Management, London: The Cromwell Press, 1998:296,297,298,299.
[16] Parry, S.R. The Quest for competencies. Training, July 1996, p48~56.
[17] Patanakul P, Milosevic D. A competency model for effectiveness in managing multiple projects. Journal of High Technology Management Research (2008), doi:10.1016/j.hitech.2007.12.006.
[18] Raymond Nkado, Terry Meyer. Competencies of Professional Quantity Surveyors: A South African Perspective. Construction Management and Economics, 2001, 19: 481-491.
[19] Richard Boyatizs. The Competent Management: A model for Effective Performance. New York: John Wiley & Sons, 1982.
[20] Richard J. Mirabile R. J. Everything You Want to Know about Competency Modeling. Journal of Training and Development, 1997, 8(51): 73-77.
[21] Richard s. Mansfield. Building Competency Models: Approaches for HR Professionals. Human Resource Management (1986-1998), Spring 1996, 35(1): 7-18.
[22] Richard S Williams. Performance Management. London International Thomson Business Press, 1998.
[23] Spencer Jr L M, Spencer S M. Competence at work: Models for superior performance. New York: John Wiley & Sons, Inc, 1993.
[24] Steven E. Abraham,Lanny A. Karns, Kenneth Shaw and Manuel A. Mena. Managerial Competencies and the Managerial Performance Appraisal Process. The Journal of Management Development, 2001, 20, (9/10): 842-852.
[25] Wei-Wen Wu. Exploring core competencies for R&D technical professionals. Expert Systems with Applications, In Press, Corrected Proof, Available online 2008, 7.
[26] William A Gentry, Jean Brittain Leslie. Competencies for Leadership Development: What's Hot and What's Not When Assessing Leadership Implications for OrganizationDevelopment. Organization Development Journal, Spring 2007, 25, (1): 37-46.
[27] Woodruffe C. Competency by any other name Personnel Management. 1991, 9: 38-43.
[28]戴维.杜博斯著.《绩效跃进——才能评鉴法的极致运用》.李芳龄译.汕头:汕头大学出版社, 2003. 13.
[29]侯杰泰,温中麟,成子娟.结构方程模型及其应用.教育科学出版社,2004 [M].
[30]江卫东.基于AHP和BP神经网络的企业R&D人员胜任力评价.系统工程理论与实践, 2007(6):56-63.
[31]李志,李苑凌.专业技术人才胜任特征模型的实证研究.中国科技论坛,2007,1:131-134.
[32]刘学方,王重鸣、唐玉宁等.家族企业接班人胜任力建模——一个实证研究.管理世界,2006,5:96-106.
[33]刘智强.知识员工职业停滞测量与治理研究.博士学位论文,2005.
[34]吕俊涛,唐元虎.浅谈双/多阶梯晋升制度.科学学与科学技术管理, 2001, 3: 52-55 .
[35]苗青,王重鸣.基于企业竞争力的企业家胜任力模型.中国地质大学学报,2003,3:18-24.
[36]彭长桂,张剑.国内胜任特征研究进展及评价.科研管理, 2006, 27(6): 62-67 .
[37]彭剑锋,荆小娟.《员工素质模型设计》.中国人民大学出版社2003年3月版.
[38]斯蒂芬P.罗宾斯.组织行为学(第10版).孙建敏,李原译.中国人民大学出版社, 2005. 5.
[39]时勘,王继承,李超平.企业高层管理者胜任特征模型评价的研究.心理学报, 2002, 34(3): 306-311.
[40]王重鸣,陈民科.管理胜任力特征分析:结构方程模型检验.心理科学, 2002, 25(5):513-516.
[41]肖剑科,赵曙明.国内胜任特征研究之元分析.经济管理, 2008, 30(10): 73-78.
[42]杨廷钫,杨从杰.管理咨询顾问胜任力结构分析.科学学与科学技术管理,2005,4:129-133.
[43]赵曙明,毛智勇.中美日欧企业文化比较及跨文化管理.管理世界,1993,6:149-151.
[44]赵西萍,周密,李剑,赵文红.软件工程师潜在胜任力特征实证研究.科研管理, 2007, 28(5): 110-114, 75.
[45]仲理峰,时勘.胜任特征研究的新进展.南开管理评论, 2003(2): 4-8
[46]仲理峰,时勘.家族企业高层管理者胜任特征模型.心理学报, 2004, 36(1): 110-115.
[47]王进.基于胜任特征的企业员工培训研究. 2006.硕士学位论文.
[48] 2005年中国人才报告.http://www.china.com.cn/chinese/zhuanti/rcbg05 /993088.htm
[2] Blancero D. Boroski J., Dyer L. Key Competencies for A Transformed Human Resource Organization: Results of A Field Study. Human Resource Management, 1996, 35(1):383-403.
[3] Byham W. C., Moyer R. P.. Using Competencies to Build A Successful Organization. Development Dimensions International Inc, 1996.
[4] David C. McClelland. Testing for Competence rather than for Intelligence. American Psychologist, 1973, (28):1-14.
[5] David C. McClelland. Identifying competencies with Behavioral Event Interviews. Psychological Science,1998,5(9):331-339.
[6] David R. Moore, Mei-Cheng, Andrew R. f. Dainty. Competence, competency and competencies: performance assessment in organizations. Work Srudy, 2002, (51): 314-319.
[7] Green P. C. Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies. San Francisco: Jossey-Bass, 1999.
[8] Janet Bailey, Robert B. Mitchell. Industry Perceptions of the Competencies needed by Computer Programmers: Technical, Business, and Soft Skill. Journal of Computer Information Systems, winter 2006-2007.
[9] Jeffery S. Shippmann. The Practice of Competency Modeling. Personnel Psychology, 2000, 53(3):703-740
[10] Jorgen Sandberg. Understanding Human Competence at Work: An Interpretative Approach. Academy of Management Journal, 2000, 43(1):9-25 .
[11] J. Robert Baum, Edwin A. Locke. A Multidimensional Model of Venture Growth. Academy of Management Journal, 2001, 44(2): 292-363, 299 .
[12] Klemp, G.O. (ed.) The Assessment of Occupational Competence. Washington, D.C.: Report to the National Institute of Education, 1980.
[13] Lance Gray. New Zealand HRD Practitioner competencies: Application of the ASTD Competency Model. Human Resource Management, 1999, 10(6): 1046-1059.
[14] McLagan, P.A.,“Competency Models”, Training & Development Journal, 1980, 34(12): 22~26.
[15] Michael Armstrong, Angela Baron. Performance Management, London: The Cromwell Press, 1998:296,297,298,299.
[16] Parry, S.R. The Quest for competencies. Training, July 1996, p48~56.
[17] Patanakul P, Milosevic D. A competency model for effectiveness in managing multiple projects. Journal of High Technology Management Research (2008), doi:10.1016/j.hitech.2007.12.006.
[18] Raymond Nkado, Terry Meyer. Competencies of Professional Quantity Surveyors: A South African Perspective. Construction Management and Economics, 2001, 19: 481-491.
[19] Richard Boyatizs. The Competent Management: A model for Effective Performance. New York: John Wiley & Sons, 1982.
[20] Richard J. Mirabile R. J. Everything You Want to Know about Competency Modeling. Journal of Training and Development, 1997, 8(51): 73-77.
[21] Richard s. Mansfield. Building Competency Models: Approaches for HR Professionals. Human Resource Management (1986-1998), Spring 1996, 35(1): 7-18.
[22] Richard S Williams. Performance Management. London International Thomson Business Press, 1998.
[23] Spencer Jr L M, Spencer S M. Competence at work: Models for superior performance. New York: John Wiley & Sons, Inc, 1993.
[24] Steven E. Abraham,Lanny A. Karns, Kenneth Shaw and Manuel A. Mena. Managerial Competencies and the Managerial Performance Appraisal Process. The Journal of Management Development, 2001, 20, (9/10): 842-852.
[25] Wei-Wen Wu. Exploring core competencies for R&D technical professionals. Expert Systems with Applications, In Press, Corrected Proof, Available online 2008, 7.
[26] William A Gentry, Jean Brittain Leslie. Competencies for Leadership Development: What's Hot and What's Not When Assessing Leadership Implications for OrganizationDevelopment. Organization Development Journal, Spring 2007, 25, (1): 37-46.
[27] Woodruffe C. Competency by any other name Personnel Management. 1991, 9: 38-43.
[28]戴维.杜博斯著.《绩效跃进——才能评鉴法的极致运用》.李芳龄译.汕头:汕头大学出版社, 2003. 13.
[29]侯杰泰,温中麟,成子娟.结构方程模型及其应用.教育科学出版社,2004 [M].
[30]江卫东.基于AHP和BP神经网络的企业R&D人员胜任力评价.系统工程理论与实践, 2007(6):56-63.
[31]李志,李苑凌.专业技术人才胜任特征模型的实证研究.中国科技论坛,2007,1:131-134.
[32]刘学方,王重鸣、唐玉宁等.家族企业接班人胜任力建模——一个实证研究.管理世界,2006,5:96-106.
[33]刘智强.知识员工职业停滞测量与治理研究.博士学位论文,2005.
[34]吕俊涛,唐元虎.浅谈双/多阶梯晋升制度.科学学与科学技术管理, 2001, 3: 52-55 .
[35]苗青,王重鸣.基于企业竞争力的企业家胜任力模型.中国地质大学学报,2003,3:18-24.
[36]彭长桂,张剑.国内胜任特征研究进展及评价.科研管理, 2006, 27(6): 62-67 .
[37]彭剑锋,荆小娟.《员工素质模型设计》.中国人民大学出版社2003年3月版.
[38]斯蒂芬P.罗宾斯.组织行为学(第10版).孙建敏,李原译.中国人民大学出版社, 2005. 5.
[39]时勘,王继承,李超平.企业高层管理者胜任特征模型评价的研究.心理学报, 2002, 34(3): 306-311.
[40]王重鸣,陈民科.管理胜任力特征分析:结构方程模型检验.心理科学, 2002, 25(5):513-516.
[41]肖剑科,赵曙明.国内胜任特征研究之元分析.经济管理, 2008, 30(10): 73-78.
[42]杨廷钫,杨从杰.管理咨询顾问胜任力结构分析.科学学与科学技术管理,2005,4:129-133.
[43]赵曙明,毛智勇.中美日欧企业文化比较及跨文化管理.管理世界,1993,6:149-151.
[44]赵西萍,周密,李剑,赵文红.软件工程师潜在胜任力特征实证研究.科研管理, 2007, 28(5): 110-114, 75.
[45]仲理峰,时勘.胜任特征研究的新进展.南开管理评论, 2003(2): 4-8
[46]仲理峰,时勘.家族企业高层管理者胜任特征模型.心理学报, 2004, 36(1): 110-115.
[47]王进.基于胜任特征的企业员工培训研究. 2006.硕士学位论文.
[48] 2005年中国人才报告.http://www.china.com.cn/chinese/zhuanti/rcbg05 /993088.htm