專案經理執行專案與功能性主管維運作業需要不同的能力組合,企業應就不同的任務屬性建立人才選用標準。Souder 與 Song(1997) 的五項專案關鍵影響因素把專案成敗主體歸屬專案經理與團隊成員兩個角色。針對專案經理,過去的文獻已提供專案經理之人格特質、領導風格、情緒智商、與組織文化等等構面的討論,較少對於專案經理之管理才能的研究,本研究以管理才能為自變數。針對專案團隊,過去的研究指出工作投入對於工作滿足、員工職能、離職傾向、工作態度、服務績效、組織績效具有顯著影響,本研究選擇以工作投入做為衡量專案團隊受專案經理管理才能的依變數。 經問卷方式搜集樣本、並分析專案經理之管理才能對專案團隊之工作投入的影響。本研究發現,專案經理管理才能之「專業知識、與人相處能力、團體激勵、表達能力、業務拓展能力」,對專案成員工作投入程度之工作環境構面具有顯著正向影響。專案經理管理才能之「專業知識、業務執行能力、與人相處能力、應變能力」,對專案成員工作投入程度之工作角色構面具有顯著正向影響。
Souder and Song (1997) indicated five key factors affecting the success or failure of a project related to project managers and team members. While the project manager executes the project, the functional manager focuses routine operation. Both of them require different composition of capabilities, and enterprises need different criteria for their recruitment base on different task properties. Abundant prior researches had investigated such subjects as project manager's personality, leadership style, emotional intelligence, and organizational culture, etc. There were only a few studies related to the management competencies of project manager. This research adopted questionnaires to investigate the impact of the management competencies of the project manager on the job involvement of the project team. The results show that professional knowledge, social interpersonal skill, group stimulating, training, ability to express and organizational development had positive impacts on job involvements.