| Summary: | 碩士 === 東吳大學 === 企業管理學系 === 96 === This report, investigated through scientific and systematic methods, is focus on the essential management competencies for which middle-level mangers in Taiwan Power Company （TPC） should qualify. Based on the result of this report, we further develop a scale, possessing reliability and validity, for management competencies of middle-level managers in order to facilitate the selection and performance assessment for these employees. This scale also links up with the training and development system so that we can upgrade the managerial competencies of middle-level managers and can finally reach our ultimate goal, the promotion of the performance of the whole company.
The “Scale for Management competencies of Middle-level Managers of TPC” is designed based on many research methods, such as documentary research, focus group interview, in-depth interview , expert questionnaires, and discrimination of content validity Then, we sample from TPC’s present middle-level managers and check with factor analysis, reliability and validity. After completing above-mentioned process, we establish the assessment scale which contains 4 competency clusters, including leadership, execution, interpersonal and subordinate cultivation, and 54 subjects. According to the result of statistic analysis, the inner coefficient （reliability） of each group and subject is between 0.949 and 0.976; the validity coefficient is between 0.756 and 0.835 which shows this scale as an effective one.
Finally, through regression analysis, the scale is shown to have obvious influence on the working performance of TPC’s middle-level managers. That means we can use this scale to predict their performance. Especially, leadership group and execution group are shown to have obvious forecast ability. We also find that age and education background has remarkable influence on the assessment. To conclude, this scale can be used in 1. selection of the middle-level managers, 2. training and development of subsection head, 3. career development planning; 4. establishment of objective performance assessment; and 5. cultivation plans for the successors of the middle-level managers.
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