隨國內消費者飲食習慣改變以及多家餐飲企業的積極投入,台灣連鎖咖啡產業進入了前所未有的激烈競爭。在連鎖分店越開越多的情況下,店經理這個角色對於公司發展佔了相當大的影響,擁有良好職能的店經理,能對該企業的分店業績貢獻越多並可提升分店的整體競爭力。本研究探討的個案公司於2009年對於店經理導入了「核心職能」的專案,目的在於提升店經理在工作崗位上的展現及績效。因此,本研究目的為(一)瞭解店經理對目前核心職能內容的想法。(二)探討核心職能導入對店經理工作績效的影響。(三)發現其他未被列入核心的職能,提供公司作為參考。本研究採質性研究中深度訪談法的半結構式訪談法,訪談對象為核心職能專案導入前便已擔任店經理職務滿一年以上並且為公司內部教育訓練講師的資深店經理作為訪談對象。然而,為瞭解核心職能對於工作績效的差異,加入了資深區經理的訪談。結果顯示,店經理對於核心職能都相當的認同並認為此專案的導入提升了工作的效率及績效,其次店經理們認為核心職能導入最大的好處在於內部的溝通以及凝聚工作模式的共識;最後店經理們認為人才培育以及自主管理也應該納入在店經理的核心職能當中。
Franchise café industry nowadays has become more competitive, therefore, more enterprises devoted themselves to the industry, The franchise café industry in Taiwan show a urgent problem since the franchise system is getting more complicated and difficult to manage, the role of manager consider to be important thus result in a great influence. A well-fit and capable manager can contribute positive competitive advantages and helping the franchisees to strength their performances. The research discuss the company of the case in 2009, inputting the core competencies project, the purpose of the project is increasing the development and performance of the managers. As a result, the research purposes are as follow: (1) Understand the perception of core competencies from managers. (2) Analyze the effect of inputting core competencies to the managers' working performances. (3) Find out the core competencies which are not yet been concerned and providing the enterprise as reference. The research uses qualitative method for deep interview, the interview samples contains the managers who have worked in the apartment of training at least over a year. However, in order to understand the difference of performance influenced by core competencies, join the interview from area managers can be helpful. The result shows the managers conquer to the fact that core competencies are positively affect the efficiency and performance by inputting the project, secondary, the managers think that the most benefit of inputting the core competencies is internal communication and common believe of operation model; eventually the manager recognize that human resource development and self-management shall be implemented into the core competencies.