搜尋有關職能的文獻,發現大部分是在探討管理者的職能,而探討現場員工職能的研究則寥寥可數。但其實現場工作人員在公司各階層,所佔的比例是最大的,也是公司『執行力』成敗的關鍵。基於以上種種原因,本研究以發展『工作績效佳員工之關鍵職能』,先由個案公司依每年績效分數,找出績效優和劣的一群,各遴選3位,進行『行為事例面談』,每人各自闡述工作中好的和不好的工作經驗各三項,由訪談內容導引出所屬職能。得到績效優和劣的員工之所屬職能,績效優的員工之職能再刪除績效”優和劣”的員工共同具有的職能,得到的就是個案公司期望現場員工所需具備的職能,包括成就動機之主動性和成就導向;親和動機之顧客服務導向。再找三家食品同業的績效評核項目,來支持這次面談的結果。
After searching the literature on competency, the researcher found that most literature studied managers’ competencies. The studies of blue-collar workers’ competencies are just few. However, the percentage of blue-collar workers in a company is actually the largest and is also the key to successful execution. The aim of this study is to develop “the key competencies of blue-collar workers with superior performance”. Based on the annual performance scores, the case studied company selected the best and worst groups of performance to conduct the behavioral event interview. Each of these selected blue-collar workers expounded three good and three bad work experiences from his/her work to obtain his/her competencies. After inferring the competence of the superior performance blue-collar workers and the inferior performance blue-collar workers, the researcher subtracted the shared competencies of superior performance blue-collar and the inferior performance operators from the competencies of the superior performance blue-collar workers. The obtained is the competencies the case studies company expects the blue-collar worker to have, including the initiative of implicit achievement motivation and the achievement orientation of implicit achievement motivation and the customer service orientation of implicit affiliation motivation. Next, the performance appraisal items of 3 food companies were used to support the results of the study.