| Summary: | 碩士 === 輔仁大學 === 管理學研究所 === 92 === Under the process of localization for a globalized organization, both capability and performance of the middle managers are critical to the success. However, the middle manager related discussions are very rare to be involved in the International Human Resources Management. It''s also rare to find a specific research results while we have been advances to the competence-based management from originally job-based management.
The case company is a well-known international company, which has been funded for more than 200 years and has also been with a robust competence model for human resources management. The purpose of this thesis study is intending to consolidate both theoretical point of view and case study, hence to develop a competence model which is specifically for middle managers.
This thesis study started from summarizing the middle managers'' characteristics and competence model, then to make comparison with the model currently applied in the case company. After reviewing with two senior managers, a competence model was developed and finalized for the following questionnaire.
There are three different kinds of questionnaire developed for this study: senior managers, middle managers and first line managers. Totally 138 questionnaires were issued, 102 were returned and 96 out of them were effective. Following, several statistical methodologies were applied to testify those data, including descriptive statistics, sample T test, ANOVA, reliability analysis and factor analysis.
Three conclusions were made through this thesis study:
(1) There is no consensus reached among senior managers, middle managers and first line managers regarding what kinds of core competence are vital to the successful middle managers.
(2) Core competences differ form different functionalities of middle managers.
(3) It''s feasible to identify the middle manager''s core competences via applying a 180-degrees evaluation.
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