- 學位論文
A study of the Roles and Competencies for HR Professionals in Performance Consulting
A study of the Roles and Competencies for HR Professionals in Performance Consulting
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摘要
There have been conducted many studies investigating the roles and competencies for HR/HRD professionals based in many competency models, but few have been done to address the roles and competencies needed by those professionals for performance consulting. Performance consulting means working with people to meet their business goals, by maximizing the effectiveness of their human resources; clearly identifying what is expected, and by building learning activities and opportunities to help employees achieve what is expected from them by management. Suggestions have been given for how to change from a HRD professional to a performance consultant or how to do serious performance consultant but the core roles and competencies for it are not explicitly addressed; here lies the importance of conducting this exploratory study.
並列摘要
There have been conducted many studies investigating the roles and competencies for HR/HRD professionals based in many competency models, but few have been done to address the roles and competencies needed by those professionals for performance consulting. Performance consulting means working with people to meet their business goals, by maximizing the effectiveness of their human resources; clearly identifying what is expected, and by building learning activities and opportunities to help employees achieve what is expected from them by management. Suggestions have been given for how to change from a HRD professional to a performance consultant or how to do serious performance consultant but the core roles and competencies for it are not explicitly addressed; here lies the importance of conducting this exploratory study.
參考文獻
Willmore. J), ‘The Future of Performance’, Journal of Training & Development (2004 August)
Paul A. Iles. (1993), ‘Achieving Strategic Coherence in HRD through Competence-based Management and Organizational Development’, Personnel Review, 22, 6.
William. .H. V (1995 November), ‘Performance Consulting: Moving Beyond Training; Book Review’, the academy of Management Executive, 9, 4.
Johnson .T; Hall .A; Swinney. J; Vanhala. M. (2004 Mar), ‘The Odd Couple: From OD to HPT to High-Performance Consulting’, Performance Improvement, 43, 3.
Donovan .M, (2004 Oct). Book Review, ‘Serious Performance Consulting According to Rummler’, Performance Improvement, 43, 9.