零售業直營連鎖門市主管職能之重要性和表現度分析

台灣企業戰後出生的嬰兒潮企業主管，正陸續屆齡退休，如何找到合適的人才填補其職缺並協助儲備主管強化職能，成為各企業面臨的挑戰，因而有待針對現任和儲備主管的職能進行盤點和補強。本研究目的在了解零售業直營連鎖門市主管職能之重要性和表現度，參考勞動部勞動力發展署iCAP職能基準，先經文獻草擬門市主管所需的角色、職責和職能，邀請T公司8位傑出門市主管的專家審查，確認出主管的多重角色、10項職責和67項應備職能(29項知識、15 項技能、13 項態度及10項綜合表現)，再針對T公司門市主管及儲備主管應備職能做重要性和表現度的問卷調查。共發出120份問卷，回收111份(或92.5%)有效問卷。調查結果除了了解各項職能的重要性和表現度之外，也發現T公司的門市主管和儲備主管的主要職能缺口共6項，分別為：門市帳務管理知識、業績目標管理知識、溝通協調知識、目標導向管理能力、協調與應變能力、依照總公司給予之業績目標擬訂行動方案並徹底執行的表現。研究結果可作為T公司及性質相近公司增進主管及儲備主管的職能之重要依據，以提升公司永續經營所需的競爭力。

關鍵字

門市主管；職能基準；重要性和表現度分析

並列摘要

The enterprise managers which are baby boomers born after World War II in Taiwan have continuously retired. How to find suitable talents to fill their vacancies and assist the manager associates to strengthen their competencies has become a challege for all enterprises. That is, it is necessary to clarify current managers’ and manager associates’ competencies. The purpose of this study was to understand the importance and performance of the competencies required for the store manager in retail chain company. This study referred to the iCAP competency standard managed by the Workforce Development Agency, Ministry of Labor to draft the roles, responsibilities and competencies required for the store managers through a literature review and an expert review. The experts are the 8 outstanding managers in Company T and they expressed their opinions on questionnaires. As a result, the multiple roles, 10 duties and 67 competencies (29 knowledge, 15 skills, 13 attitudes and 10 comprehensive performances) of store managers were confirmed. After that, a questionnaire survey on the importance and performance of the store managers’ competencies was conducted. A total of 120 questionnaires were sent to current managers and manager associates and 111 (or 92.5%) valid ones returned. Consequently, in addition to understanding the importance and performance of each competency, it is found that the following 6 main competency gaps are urgent to be improved: store account management knowledge, performance goal management knowledge, communication and coordination knowledge, goal-oriented management skills, coordination and adaption skills, developing and implementing action plans based on the performance objectives given by the head office. The study results can be used as an important basis for enhancing current managers’ and manager associates’ competencies to increase the competitiveness necessary for the sustainable development of Company T and similar companies.