公辦民營運動中心初階經理人職能模型建構

Constructing acompetency model for junior managers of public-to-private sports centers

周宇輝(Yu-Hui Chou) ； 蔡儀靜(Yi-ChingTsai) ； 康正男(Cheng-Nan Kang)

《體育學報》 54卷3期 (2021/09) Pp. 271-284

https://doi.org/10.6222/pej.202109_54(3).0006

摘要

緒論：隨著國民健康休閒意識提升、國人運動參與比例呈現日益擴增的趨勢，運動場地的需求亦隨之相對增加，公辦民營運動中心每年的服務人次十分亮眼，民眾對運動中心管理人員專業人力要求日趨專業化。為因應多元化的需求與提昇生活品質，運動中心除了提供良好的運動硬體設施及環境外，更需有高品質場館專業人力的投入，方能提升國民運動服務品質及營運效能。因此優質的運動中心專業人員應具備何種專業能力，是值得深入探究的問題。本研究目的在契合運動中心永續營運的理念之下，採用勞動部人力發展署職能基準架構發展公辦民營運動中心初階經理人專業職能模型。方法：以文獻分析及職能訪談法建構職能模型初稿；結合產、官、學專家共11位運用德爾菲專家問卷，確保該架構之可行性。結果：研究結果顯示初階經理人的職能模型包含「場地管理」、「活動規劃執行管理」、「回應客訴」、「人員選訓」、「課程籌辦與執行」等5項工作任務，42項行為指標。結論：本研究設計將可做為公辦民營運動中心建立職能模型之參考，研究結果可提供政府或營運業者作為未來制訂運動設施初階經理人工作說明書及人才「選、用、育、留」之標準。

關鍵字

運動設施管理 ； 職能模型 ； 營運管理

並列摘要

Introduction: Along with the increased awareness of health and leisure, sports participation is also increasing. Professional requirement demands on sports venue operations have also risen rapidly, and the public-to-private sports centers have shown the outstanding performance of the numerous attendance. Therefore, to meet diversified needs and improve the quality of sports centers, high-skilled staff is essential to raise the effectiveness and quality of the sports centers. A competency model for junior managers of public-to-private sports centers is a key issue worthy of further exploration. The purpose of this study was to develop a competency model for junior managers of public-to-private sports centers to enhance sustainability. Methods: The first draft of the competency model was based on literature analysis and intensive competency-based interviews. A total of 11 experts from private industry, government, and academia were consulted to validate the framework feasibility through the application of the Delphi questionnaire. Results: The results of the study showed that a competency model for junior managers of public-to-private sports centers includes five tasks, which include ＂Site Management, Event Planning and Execution, Customer Complaint Response, Recruitment and Training, and Program Preparation and Execution,＂ and 42 behavioral indicators. Conclusion: The study's design can be used as a reference for the establishment of a competency model for the sports industry. The study results can be implemented to develop a junior manager's job description for public-to-private sports centers and applied as the normative reference for the recruitment and selection, staffing, education and training, and retention.

並列關鍵字

sport facilitiesmanagement ； competency model ； operation management

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