城市商业银行经营管理层胜任力与绩效关系的实证研究
|
摘要
我国城市商业银行对促进地方经济的快速发展起到了重要的金融支持作用,地方政府和国务院一直在努力推进城市商业银行发展的数量和质量,从数量上来看,截止2009年年初,我国城市商业银行的数量已上升到138家,还有一些城市商业银行正在筹划之中；质量方面,近几年我国城市商业银行的平均不良贷款率、平均盈利能力、偿债能力等经济指标均表现良好,整体经营绩效持续攀升。然而,激烈的市场竞争使得城市商业银行把发展视角转向经营管理层的管理方面,因为经营管理层的“桥梁”作用既关系到公司的战略决策的实施效果,也关系到执行层的努力程度。然而,对经营管理层所具有的知识、技能、特质、能力等胜任要素一直以来没有给予足够的重视,弱化了他们所起到的“桥梁”作用,并成为经营绩效目标难以顺利实现的短板,因此,在实践背景条件下有必要对经营管理层胜任力与绩效关系问题进行深入研究。
国内鲜见针对城市商业银行经营管理层胜任力和其前因潜变量经营战略和企业文化、以及银行经营绩效潜变量整体纳入一个结构模型中的实证研究。从理论上讲,本研究能够从经营管理层胜任力的角度为实现高绩效的策略提供理论依据,以弥补有关城市商业银行经营管理层人力资源管理理论成果的不足,进一步丰富有关城市商业银行人力资源管理理论。从实际意义上看,挖掘城市商业银行经营管理层胜任力结构模型体系及其对绩效影响的研究,能够为城市商业银行深化人力资源管理方面的改革,为经营管理层思想观念和能力素质的提升提供一套全新的视角、思路和方法,为进一步提升经营绩效和实现城市商业银行战略目标起到指导作用。
本研究的主要工作是：将城市商业银行经营战略、企业文化与经营管理层内在素质胜任力、管理技能胜任力、关系管理胜任力、银行财务绩效及非财务绩效等七个潜变量纳入一个结构模型中,通过对国内15家城市商业银行总行独立部门负责人和分支机构行长及副行长进行问卷调查,收集有效问卷268份,应用SPSS11.5和LISREL8.70统计分析软件进行数据分析,结果显示各潜变量测量量表同质信度和结构效度较好,经过模型修正等步骤表明模型拟合观测数据的各拟合优度指数达到标准要求。
主要结论如下：
(1)编制了《城市商业银行经营管理层胜任力特征正式调查问卷》,该问卷主要包括17个题项。该问卷对于完善城市商业银行经营管理层胜任力结构体系起到了指导作用,也进一步丰富了城市商业银行人力资源管理理论。
(2)研究表明城市商业银行经营管理层胜任力模型具有三维结构,分别是内在素质胜任力、管理技能胜任力、关系管理胜任力。本研究成果起到抛砖引玉的作用,为城市商业银行在经营管理中制定切实可行的经营管理层选聘制度、教育与培训制度、绩效考评制度等有关人力资源管理模块的工作提供参考,也为进一步提升经营绩效奠定基础性作用。
(3)研究表明结构模型中城市商业银行经营管理层胜任力三个维度对银行经营绩效影响程度不同。数据分析表明城市商业银行经营管理层管理技能胜任力对财务绩效影响最大,而内在素质胜任力和关系管理胜任力对财务绩效不具有显著影响；关系管理胜任力和内在素质胜任力均对银行非财务绩效有显著正相关影响,其中关系管理胜任力对银行非财务绩效影响最大,内在素质胜任力次之,而管理技能胜任力对非财务绩效影响不显著。
(4)研究表明城市商业银行经营战略对经营管理层管理技能胜任力和关系管理胜任力具有显著影响,对内在素质胜任力不具有显著影响；城市商业银行企业文化对经营管理层内在素质胜任力和关系管理胜任力具有显著影响,而对管理技能胜任力影响不显著。
(5)研究揭示了城市商业银行经营管理层内在素质胜任力对企业文化与非财务绩效间起到完全中介作用；经营管理层管理技能胜任力对经营战略与财务绩效间起到完全中介作用；经营管理层关系管理胜任力对经营战略与非财务绩效间起到完全中介作用；经营管理层关系管理胜任力对企业文化与非财务绩效间起到完全中介作用。这些研究成果为深入探讨城市商业银行经营管理层胜任力培育措施以及基于国内城市商业银行经营管理层胜任力实现经营绩效目标,打造银行竞争力提供了理论依据。
最后,依据本研究成果提出了城市商业银行经营管理层胜任力提高的措施以及基于经营管理管理层胜任力来提高经营绩效的政策建议。
China's city commercial banks have played an important role in the financial support of promoting the rapid development of the local economy. The local government and the State Council have been working to promote the quantity and quality of the development of city commercial banks. From the quantitative point of view, The numbers of China's city commercial banks have rose to138as of early2009, and some city commercial banks are being planned; From the quality point of view, China's city commercial banks such as the average non-performing loan ratio, the average profitability, solvency and other economic indicators have performing well, and performance of China's city commercial banks continues to increase in recent years. However the fierce market competition makes the development of city commercial banks to shift perspective of business management. The business management as a bridge role in both strategic decisions related to the implementation of the company results and related to the effort of execution level. The knowledge, skills, qualities, abilities and other factors of the business management have been qualified for not giving enough attention so as to weaken their "bridge" role and become difficult to successfully achieve business performance goals. Therefore, it is necessary to study on the relationship between o the management competence and performance.
It has rarely been seen the empirical research that China city commercial banks for the latent variable of management competence and its antecedent business strategy and corporate culture, and the overall performance of banks have expanded into a structural model. In theory, this research should provide a theoretical basis to achieve high performance from the perspective of business management competency and make up for inadequate results in human resources management theory of the management of city commercial banks. From a practical sense, the mining city commercial banks management competency model system and its impact on the performance, it can deepen the reform of human resources management and play a guiding role on providing a new perspective, ideas and methods for further enhancing the operating performance and achieve strategic goals of city commercial banks.
The main conclusions are made through the adoption of exploratory factor analysis and confirmatory factor analysis as follows:
(1) Compiling the questionnaire "the official questionnaire of the management competency in city commercial banks" which includes17items.
(2) The result shows that the management competency model of domestic city commercial banks has three-dimensional structure, respectively is internal quality, relationship management and management skills.4The research results can be on the basis of human resource management role for the management of domestic city commercial banks.
(3) The results show that three-dimensional structure of domestic city commercial bank have different effect on bank performance, management skills competency has significant positive effect on financial performance, and internal quality and relational management competency have significant positive effect on non-financial performance respectively.
(4) Study shows that the city commercial banks business strategy has significant positive effect on management skills competency and relational management competency, and the city commercial banks enterprises culture as significant positive effect on internal quality and relational management competency.
(5) Management skills competency in city commercial bank management level has played entirely the intermediary role between business strategy and financial performance. Relational management competency in city commercial bank management level has played entirely the intermediary role between business strategy and non-financial performance. Internal quality and relational management competency has fully mediated the relationships respectively between enterprise culture and non-financial performance.
Finally, it provides the measures that improves the management competency of city commercial banks, and provides the policy recommendations that improve the performance based on management competency.
国内鲜见针对城市商业银行经营管理层胜任力和其前因潜变量经营战略和企业文化、以及银行经营绩效潜变量整体纳入一个结构模型中的实证研究。从理论上讲,本研究能够从经营管理层胜任力的角度为实现高绩效的策略提供理论依据,以弥补有关城市商业银行经营管理层人力资源管理理论成果的不足,进一步丰富有关城市商业银行人力资源管理理论。从实际意义上看,挖掘城市商业银行经营管理层胜任力结构模型体系及其对绩效影响的研究,能够为城市商业银行深化人力资源管理方面的改革,为经营管理层思想观念和能力素质的提升提供一套全新的视角、思路和方法,为进一步提升经营绩效和实现城市商业银行战略目标起到指导作用。
本研究的主要工作是：将城市商业银行经营战略、企业文化与经营管理层内在素质胜任力、管理技能胜任力、关系管理胜任力、银行财务绩效及非财务绩效等七个潜变量纳入一个结构模型中,通过对国内15家城市商业银行总行独立部门负责人和分支机构行长及副行长进行问卷调查,收集有效问卷268份,应用SPSS11.5和LISREL8.70统计分析软件进行数据分析,结果显示各潜变量测量量表同质信度和结构效度较好,经过模型修正等步骤表明模型拟合观测数据的各拟合优度指数达到标准要求。
主要结论如下：
(1)编制了《城市商业银行经营管理层胜任力特征正式调查问卷》,该问卷主要包括17个题项。该问卷对于完善城市商业银行经营管理层胜任力结构体系起到了指导作用,也进一步丰富了城市商业银行人力资源管理理论。
(2)研究表明城市商业银行经营管理层胜任力模型具有三维结构,分别是内在素质胜任力、管理技能胜任力、关系管理胜任力。本研究成果起到抛砖引玉的作用,为城市商业银行在经营管理中制定切实可行的经营管理层选聘制度、教育与培训制度、绩效考评制度等有关人力资源管理模块的工作提供参考,也为进一步提升经营绩效奠定基础性作用。
(3)研究表明结构模型中城市商业银行经营管理层胜任力三个维度对银行经营绩效影响程度不同。数据分析表明城市商业银行经营管理层管理技能胜任力对财务绩效影响最大,而内在素质胜任力和关系管理胜任力对财务绩效不具有显著影响；关系管理胜任力和内在素质胜任力均对银行非财务绩效有显著正相关影响,其中关系管理胜任力对银行非财务绩效影响最大,内在素质胜任力次之,而管理技能胜任力对非财务绩效影响不显著。
(4)研究表明城市商业银行经营战略对经营管理层管理技能胜任力和关系管理胜任力具有显著影响,对内在素质胜任力不具有显著影响；城市商业银行企业文化对经营管理层内在素质胜任力和关系管理胜任力具有显著影响,而对管理技能胜任力影响不显著。
(5)研究揭示了城市商业银行经营管理层内在素质胜任力对企业文化与非财务绩效间起到完全中介作用；经营管理层管理技能胜任力对经营战略与财务绩效间起到完全中介作用；经营管理层关系管理胜任力对经营战略与非财务绩效间起到完全中介作用；经营管理层关系管理胜任力对企业文化与非财务绩效间起到完全中介作用。这些研究成果为深入探讨城市商业银行经营管理层胜任力培育措施以及基于国内城市商业银行经营管理层胜任力实现经营绩效目标,打造银行竞争力提供了理论依据。
最后,依据本研究成果提出了城市商业银行经营管理层胜任力提高的措施以及基于经营管理管理层胜任力来提高经营绩效的政策建议。
China's city commercial banks have played an important role in the financial support of promoting the rapid development of the local economy. The local government and the State Council have been working to promote the quantity and quality of the development of city commercial banks. From the quantitative point of view, The numbers of China's city commercial banks have rose to138as of early2009, and some city commercial banks are being planned; From the quality point of view, China's city commercial banks such as the average non-performing loan ratio, the average profitability, solvency and other economic indicators have performing well, and performance of China's city commercial banks continues to increase in recent years. However the fierce market competition makes the development of city commercial banks to shift perspective of business management. The business management as a bridge role in both strategic decisions related to the implementation of the company results and related to the effort of execution level. The knowledge, skills, qualities, abilities and other factors of the business management have been qualified for not giving enough attention so as to weaken their "bridge" role and become difficult to successfully achieve business performance goals. Therefore, it is necessary to study on the relationship between o the management competence and performance.
It has rarely been seen the empirical research that China city commercial banks for the latent variable of management competence and its antecedent business strategy and corporate culture, and the overall performance of banks have expanded into a structural model. In theory, this research should provide a theoretical basis to achieve high performance from the perspective of business management competency and make up for inadequate results in human resources management theory of the management of city commercial banks. From a practical sense, the mining city commercial banks management competency model system and its impact on the performance, it can deepen the reform of human resources management and play a guiding role on providing a new perspective, ideas and methods for further enhancing the operating performance and achieve strategic goals of city commercial banks.
The main conclusions are made through the adoption of exploratory factor analysis and confirmatory factor analysis as follows:
(1) Compiling the questionnaire "the official questionnaire of the management competency in city commercial banks" which includes17items.
(2) The result shows that the management competency model of domestic city commercial banks has three-dimensional structure, respectively is internal quality, relationship management and management skills.4The research results can be on the basis of human resource management role for the management of domestic city commercial banks.
(3) The results show that three-dimensional structure of domestic city commercial bank have different effect on bank performance, management skills competency has significant positive effect on financial performance, and internal quality and relational management competency have significant positive effect on non-financial performance respectively.
(4) Study shows that the city commercial banks business strategy has significant positive effect on management skills competency and relational management competency, and the city commercial banks enterprises culture as significant positive effect on internal quality and relational management competency.
(5) Management skills competency in city commercial bank management level has played entirely the intermediary role between business strategy and financial performance. Relational management competency in city commercial bank management level has played entirely the intermediary role between business strategy and non-financial performance. Internal quality and relational management competency has fully mediated the relationships respectively between enterprise culture and non-financial performance.
Finally, it provides the measures that improves the management competency of city commercial banks, and provides the policy recommendations that improve the performance based on management competency.
引文
[1]Adelaide W., Carl P. Competencies and firm performance:examining the causal ambiguity paradox [J]. Strategic Management Journal,2001,22(1):24,75.
[2]Arch G, Daniel P., Randolph J. Assessing relationships among strategic types, distinctive marketing competencies, and organizational performance. Journal of Business Research, 1999,45(2):135-146.
[3]Andrew R., Mei-I Cheng, David R. A competency-based performance model for construction project managers [J]. Construction Management & Economics,2004,22(8): 877-886.
[4]Andrew R J., Mei-I Cheng, David R. Competency-based model for predicting construction project managers'performance [J]. Journal of Management in Engineering, 2005,21(1):2-9.
[5]Asree S., Zain M., Razalli M R. Influence of leadership competency and organizational culture on responsiveness and performance of firms[J]. International Journal of Contemporary Hospitality Management,2010,22(4):500-516.
[6]Attewell P. What is Skill[J]. Work and occupations,1998(4):422-448.
[7]Abdolmohammadi M, Wright A. An examination of the effects of experience and task complexity on audit judgments[J]. The Accounting Review,1987,62(1):1-13.
[8]Alldredge M E., Nilan K J.3M's leadership competency model:an internally developed solution[J]. Human resource management,2000,39(2,3):133-145.
[9]Avila S M., Avila. R A, Naffziger D W. A comparison of family-owned businesses:succession planners and nonplanners[J], Journal of Financial Service Professionals,2003,57(3):85-92.
[10]Bedeian A G., Mossholder K.W. and Armenakis A. Role perception outcome relationships:moderating effects of situational variables[J]. Human Relations,1973(36): 167-84.
[11]Bettis R A. Performance differences in related and unrelated diversified firms[J]. Strategic Management Journal,1981(2):379-93.
[12]Bettis R A. and Hall W K. The business portfolio approach-where it falls down in practice[J]. Long Range Planning,1983(16):95-104.
[13]Branch B. and Gale G. Linking corporate stock price performance to strategy iormvlation[J]. Journal of Business Strategy,1983(4):40-50.
[14]Bentler P. M., Bonett D. G. Significant tests and goodness of fit in the analysis of covariance structures[J]. Psychological Bulletion 1980(88):588-606.
[15]Boyatzis R E. Rendering into competence the things that are competent[J]. American Psychologist,1994,49(1):64-66.
[16]Briscope J P., Hall D T. Grooming and picking leaders using competency frameworks:do they work?[J]. Organizational Dynamics,1999:37-52.
[17]Cheng Mei-I., Andrew R J., David R. Towards a multidimensional competency-based managerial performance framework: A hybrid approach [J]. Journal of Managerial Psychology,2005,20(5):380-396.
[18]Christine M., Konopaske R., Bernardin H J., Catherine L. Predicting assessment center performance with 360-degree, top-down, and customer-based competency assessments[J]. Human Resource Management,2006,45(3):357-390.
[19]Coleman I. Social capital in the creation of human capital[J]. American Journal of Sociology,1988:1088-1094.
[20]Donna M. Competencies and imitability in the pharmaceutical industry:an analysis of their relationship with firm performance [J]. Journal of Management,2003,29(1): 27-50.
[21]Darrow A L. and Kahl D R. A comparison of moderated regression techniques considering strength of effect[J]. Journal of Management,1982(8):35-47.
[22]Emby C, Gibbins M. Good judgment in public accounting:quality and justification[J]. Contemporary Accounting Research 1988,4(2):287-313.
[23]Goldfried M R., Zurilla T J. A behavioral-analytic model for assessing competence[J]. Current Topicsin Clinicaland Community Psychology,1969(1):151-196.
[24]Handler W. Succession in family business:a review of the research[J]. Family Business Review,1994,7(2):133-157.
[25]Hay J. Managerial competences or mangagerial characteristics [J]. Management Education and Development,1990(21):305-315.
[26]Hu L., Bentler P M. Fit indices in covariance structure modeling:sensitivity to underparameterized model misspecification[J]. Psychological Methods,1998(3): 424-453.
[27]Jauch L., Glueck W F. Strategy Management and Business Policy(3rd ed.)[M]. N. Y. McGraw-Hill,1989.
[28]Julie Yu-Chih, Henry Houn-Gee, James J., Klein G. Task completion competency and project management performance:The influence of control and user contribution[J]. International Journal of Project Management,2010,28(3):220-227.
[29]Kertesz R., Atalaya C. I. Family business in argentina:current issues[J]. Community, Work and Family,1999,2(1):93-103.
[30]. Kets de Vries M. The Dynamics of family controlled firms:the good news and the bad news[J]. Organizational Dynamics,1993,21(3):59-68.
[31]Khalil A H O., Ismail M., Suandi T., Silong A D. Human resource development competencies as predictors of agricultural extension agents' performance in Yemen[J]. Human Resource Development International,2009,12(4):429-447.
[32]Lansberg I S. The succession conspiracy[J]. Family Business Review,1988,1(2): 119-143.
[33]Lee K S., Lim G H., Lim W S. Famliy businesss succession:appropriation risk and choice of successor[J]. Academy of Management Review,2003,28(4):657-666.
[34]. Lievens F., Sanchez J I., Corte W D. Easing the inferential leap in competency modeling:the effects of task-related information and subject matter expertise[J]. Personnel Psychology,2004(57):881-904.
[35]Lawler E. From job based to competency based organizations[J]. Journal of Organizational Behavior,1994,15(1):3-15.
[36]Levenson A R., Wim A., Susan G. Measuring the relationship between managerial competencies and performance [J]. Journal of Management,2006,32(3):360-380.
[37]Michael A., R. Duane. Relationships among corporate level distinctive competencies, diversification strategy, corporate structure and performance[J]. Journal of Management Studies,1986,23(4):401-416.
[38]McClelland D C., Boyatzis R E. Leadership motive pattern and long-term success in management[J]. Journal of Applied Psychology,1982(67):737-743.
[39]McDonald R P, Marsh H W. Choosing a multivariate model:noncentrality and goodness of fit[J]. Psychological Bulletin,1990(107):247-255.
[40]Malinen P. Like father, like son? small family business problem in Finland[J]. Enterprise and Innovation Management Studies,2001,2(3):195-204.
[41]. Miller D. Some organizational consequences of CEO succession[J]. Academy of Management Journal,1993(36):644-659.
[42]Mitchell R K., Morse E A., Sharma P. The transacting cognitions of non-family employees in the family businesses setting[J]. Journal of Business Venturing, 2003,18(4):533-551.
[43]Mcdonald R P, Marsh H W. Choosing a multivariate model:noncentrality and goodness of fit[J]. Psychological Bulletin,1990,107(2):247-255.
[44]Nordhaug O. Competence specificities in organizations:a classificatory framework[J]. International Studies of Management & Organization,1998,28(1):8-29.
[45]Norris N. The trouble with competence[J]. Cambridge Journal of Education,1991(3): 331-341.
[46]Ocasio W. Institutionalized action and corporate governance: the reliance on rules of CEO succession[J]. Administrative Science Quarterly,1999(44):384-416.
[47]Ordhaug O. Competence specificities in organizations:a classificatory framework[J]. International Studies of Management & Organization,1998,28(1):8-29.
[48]Paulhus D L., Martin C L. The structure of personality capabilities[J]. Journal of Personality and Social Psychology,1987(52):354-365.
[49]Paulhus D L., Martin C L. The structure of personality capabilities [J]. Journal of Personality and Social Psychology,1987(52):354-365.
[50]Pitcher P., Chreim S., Kisfalvi V. CEO succession research:bridge over troubled waters[J]. Strategic Management Journal,2000(21):625-648.
[51]Polsfuss C., Ardichvili A. State-of-mind as the master competency for high-performance leadership[J]. Organization Development Journal,2009,27(3):23-33.
[52]Rajadhyaksha.U. Managerial competence:do technical capabilities matter?[J]. April-June Visalia,2005,30(2):47-57.
[53]Russell C J. A longitudinal study of top-level executive performance[J]. Journal of Applied Psychology,2001,86(4):560-573.
[54]Raut M. Concepts of competence[J]. Journal of Interprofessional Care.1998, 12(2):127-139.
[55]Rajesh K., Mohanbir S. High-performance product management:the impact of structure, process, competencies, and role definition[J]. Journal of Product Innovation Management,2010,27(1):83-96.
[56]Samad, Abdus. Bahrain's Commercial Bank Performances During 1994-2001.Credit & Financial Management Review[J],2004.
[57]Schmidt W. Developing competencies for professional performance[J]. Journal of Management Education,2009,33(5):523-525.
[58]Schippmann J S, Ashra B M. The practice of competency modeling[J]. Personnel Psychology,2000,53(3):703-740.
[59]Scholtes P R. The new competencies of leadership[J]. Total Quality Management,1999, 10(4,5):704-710.
[60]Sharma P. An overview of the field of family business studies.current status and directions for the future[J]. Family Business Review,2004,17(1):1-36.
[61]Sharma P., Chrisman J J., Chua J H. Predictors of satisfaction with the succession process in family firms[J]. Journal of Business Venturing,2003a (18):667-687.
[62]Sharma P., Chrisman J J., Chua J H. Succession planning as planned behavior:some empirical results[J]. Family Business Review,2003b,16(1):1-15.
[63]Shepherd D A. structuring family business succession:an analysis of the future leaders decision making[J]. Entrepreneurship:Theory & Practice,2000,24(4):16-40.
[64]Shippmann J. S., Ash R. A.& Battista M. The practice of competency modeling [J]. Personnel Psychology,2000,53(3):703-740.
[65]Stafford K., Duncan K A., Dane S., Winter M. A research model of sustainable family businesses [J]. Family Business Review,1999,12(3):197-208.
[66]Stavrou T., Kleanthous T.& Anastasiou T. Leadership personality and firm culture during hereditary transitions in family firms:model development and empirical investigation [J]. Journal of Small Business Management,2005,43(2):187-206.
[67]Steven E., Lanny A., Kenneth, Manuel A. Managerial competencies and the managerial performance appraisal process [J]. Journal of Management Development,2001,20(9): 842.
[68]Subramanian R., Kumar K., Strandholm K. The role of organizational competencies in the market-orientation-performance relationship [J]. International Journal of Commerce & Management,2009,19(1):7-26.
[69]Sandberg J. Are phenomenographic results reliable?[J]. Journal of Nordic Educational Resarch,1995(15):156-164
[70]Spencer L M., Spencer S M. Competence at work[M]. Chichester, John Wiley & Sons, 1993.199-220.
[71]Schippmann J S., Ashra B M. the practice of competency modeling[J]. Personnel Psychology,2000,53(3):703-740.
[72]Sandberg J. Understanding human competence at work:an interpretative approach[J]. Academy of Management Journal,2000,43(1):9-25.
[73]Steiger J H. Structure model evaluation and modification:an interval estimation approach[J]. Multivariate Behavioral Research,1990(25):173-180.
[74]Wang Yonggui, Lo Hing-Po, Yang Yongheng. The constituents of core competencies and firm performance:evidence from high-technology firms in China [J]. Journal of Engineering & Technology Management,2004,21(4):249-280.
[75]Young K., Dulewicz V. A study into leadership and management competencies predicting superior performance in the British Royal Navy[J]. Journal of Management Development,2009,28(9):794-820.
[76]陈云川,雷轶.胜任力研究与应用综述及发展趋向[J].科研管理,2004,25(6)：141-144.
[77]陈晓红,雷井生.中小企业高管胜任特质影响因素的结构性研究[J].软科学,2008, 22(8)：129-133.
[78]陈万思.中国企业人力资源管理人员胜任力模型研究[D].厦门：厦门大学博士学位论文,2004.
[79]杜娟,赵曙明.基于胜任力和市场导向的组织绩效评估体系研究一以NBA激励制度为例[J].管理评论,2009,21(3)：58-64.
[80]杜娟,赵曙明.服务行业管理者胜任力对绩效的影响研究[J].南京社会科学,2008(5)：31-37.
[81]杜娟.企业经营者胜任特征与个人绩效的关系研究—基于管理职能维度的实证分析[J].当代财经,2008(2)：74-79.
[82]冯明,纪晓丽,尹明鑫.制造业管理者元胜任力与行业胜任力和绩效之间关系的实证研究[J].中国软科学,2007(10)：126-135.
[83]冯明,尹明鑫,廖冰.企业管理者元胜任力研究[J].科学学与科学技术管理,2007(5)：157-161.
[84]高莉,樊卫东.中国银行业创值能力分析——EVA体系对银行经营绩效的考察[J].财贸经济,2003(6)：26-33.
[85]龚劲锋,王益宝.胜任力研究综述与展望[J].经济论坛,2009(8)：98-101.
[86]何晓虹,裴劲松.企业胜任力模型开发—以国内某跨国家电制造企业集团为例[J].中国人力资源开发,2008(9)：65-82.
[87]侯杰泰,温忠麟,成子娟.结构方程模型及其应用[M].北京：教育出版社,2004.
[88]黄勋敬,李光远,张敏强.商业银行行长胜任力模型研究[J].金融论坛,2007(7)：3-12.
[89]黄勋敬,赵曙明.中资商业银行行长胜任特点研究[J].金融论坛,2010(3)：33-39.
[89]江卫东.基于AHP和BP神经网络的企业R&D人员胜任力评价[J].系统工程理论与实践,2007(6)：56-63.
[90]孔晓东.科研项目负责人胜任力模型构建的实证研究[J].科技进步与对策,2007,24(9)：64-67.
[91]李红卫,叶晴.商业银行经营绩效评价研究[J].南方金融,2005(3)：12-14.
[92]李艳霞,杨永康.跨国经营背景下的跨文化胜任力研究述评[J].科技进步与对策,2009,26(16)：156-160.
[93]李怀祖.管理研究方法论[M].西安交通大学出版社,2004.
[94]刘仲康.企业经营战略概论[M].高等教育出版社,1997.
[95]刘嫦娥,张丹.胜任力研究：一种解释性方法的共性及变异[J].软科学,2009,23(4)：123-126.
[96]刘学方,王重鸣,唐宁玉,朱健,倪宁.家族企业接班人胜任力建模—一个实证研究[J].管理世界,2006(5)：96-106.
[97]林日团.管理人员胜任力研究述评[J].2007(1)：131-135.
[98]林忠,王慧.财政干部胜任力与绩效关系的实证研究[J].财政研究,2008(3)：52-56.
[99]马新,建顾阳.塑造企业领导者的逆境胜任力[J].中国人力资源开发,2009(6)：50-53.
[100]毛淑珍,乐国林.组织文化胜任力模型及其运用[J].中国人力资源开发,2009(7)：37-40.
[101]沈磊.企业战略和价值观视角下的胜任力模型构建研究[J].中国人力资源开发,2008(12)：6-9.
[102]时勘,王继承,李超平.企业高层管理者胜任特征模型评价的研究[J].心理学报,2002,34(3)：306-311.
[103]王重鸣,陈民科.管理胜任力特征分析：结构方程模型检验[J].心理科学,2002,25(5)：513-516.
[104]王鲁捷,崔蕾,陈龙.企业中层管理者胜任力研究[J].中国人力资源开发,2008(12)：71-78.
[105]王红军,陈劲.科技企业家创业胜任力及其与绩效关系研究[J].科学学研究,2007,25(增刊)：147-153.
[106]魏钧,张德.国内商业银行客户经理胜任力模型研究[J].南开管理评论,2005,8(6)：4-8.
[107]魏钧,张德.商业银行风险经理胜任力模型与层级结构[J].管理世界,2007(6)：86-93.
[108]魏钧,张德.商业银行个人业务客户经理胜任力模型研究[J].金融论坛,2007(6)：25-29.
[109]魏钧.商业银行审批人胜任力模型与层级结构研究[J].管理学报,2009,6(6)：781-787.
[110]杨君岐,陈东,侯婷.构建基于胜任力指数的人力资本价值计量模型[J].财会月刊,2009(11)：17-20.
[111]杨湘怡.企业中层管理者胜任力模型研究[D].上海：复旦大学博士学位论文,2007.
[112]於永和,周鹏,韦融军.基于胜任力的工程项目经理选择机制研究[J].建筑经济,2006(10)：21-24.
[113]叶龙,张文杰,姜文生.管理人员胜任力研究[J].中国软科学,2003(11)：96-99.
[114]叶龙,张文杰.铁路运输企业管理人员胜任力模型开发与应用[J].中国行政管理,2006(6)：69-72.
[115]张进.建筑企业项目管理者胜任力结构模型研究[D].西安：西安建筑科技大学博士学位论文,2007.
[116]张文勤,石金涛.基于因素分析与BP神经网络的电信企业管理胜任力测评研究[J].数理统计与管理,2009,28(1)：1-9.
[117]张文江.项目经理胜任力评估指标研究[J].中国人力资源开发,2009(6)：98-101.
[118]张振华.创业团队胜任力结构与创业绩效的关系研究[J].当代经济研究,2009(12)：22-25.
[119]张火灿.策略性人力资源管理[M].台北：扬智文化事业,1998.
[120]张文勤,石金涛.胜任力评价的主成分神经网络建模[J].管理评论,2008,20(9)：14-19.
[121]张兰霞,王俊,王雪,赵晋鹏.东北老工业基地国有企业高层管理者胜任力模型[J].东北大学学报(自然科学版),2007,28(4)：600-604.
[122]仲理峰,时勘.家族企业高层管理者胜任特征模型[J].心理学报,2004,36(1)：110-115.
[123]周金阳,周德群,孙继红.中小型国有农业企业经营者胜任力分析[J].农业经济问题,2009(4)：86-91.
[2]Arch G, Daniel P., Randolph J. Assessing relationships among strategic types, distinctive marketing competencies, and organizational performance. Journal of Business Research, 1999,45(2):135-146.
[3]Andrew R., Mei-I Cheng, David R. A competency-based performance model for construction project managers [J]. Construction Management & Economics,2004,22(8): 877-886.
[4]Andrew R J., Mei-I Cheng, David R. Competency-based model for predicting construction project managers'performance [J]. Journal of Management in Engineering, 2005,21(1):2-9.
[5]Asree S., Zain M., Razalli M R. Influence of leadership competency and organizational culture on responsiveness and performance of firms[J]. International Journal of Contemporary Hospitality Management,2010,22(4):500-516.
[6]Attewell P. What is Skill[J]. Work and occupations,1998(4):422-448.
[7]Abdolmohammadi M, Wright A. An examination of the effects of experience and task complexity on audit judgments[J]. The Accounting Review,1987,62(1):1-13.
[8]Alldredge M E., Nilan K J.3M's leadership competency model:an internally developed solution[J]. Human resource management,2000,39(2,3):133-145.
[9]Avila S M., Avila. R A, Naffziger D W. A comparison of family-owned businesses:succession planners and nonplanners[J], Journal of Financial Service Professionals,2003,57(3):85-92.
[10]Bedeian A G., Mossholder K.W. and Armenakis A. Role perception outcome relationships:moderating effects of situational variables[J]. Human Relations,1973(36): 167-84.
[11]Bettis R A. Performance differences in related and unrelated diversified firms[J]. Strategic Management Journal,1981(2):379-93.
[12]Bettis R A. and Hall W K. The business portfolio approach-where it falls down in practice[J]. Long Range Planning,1983(16):95-104.
[13]Branch B. and Gale G. Linking corporate stock price performance to strategy iormvlation[J]. Journal of Business Strategy,1983(4):40-50.
[14]Bentler P. M., Bonett D. G. Significant tests and goodness of fit in the analysis of covariance structures[J]. Psychological Bulletion 1980(88):588-606.
[15]Boyatzis R E. Rendering into competence the things that are competent[J]. American Psychologist,1994,49(1):64-66.
[16]Briscope J P., Hall D T. Grooming and picking leaders using competency frameworks:do they work?[J]. Organizational Dynamics,1999:37-52.
[17]Cheng Mei-I., Andrew R J., David R. Towards a multidimensional competency-based managerial performance framework: A hybrid approach [J]. Journal of Managerial Psychology,2005,20(5):380-396.
[18]Christine M., Konopaske R., Bernardin H J., Catherine L. Predicting assessment center performance with 360-degree, top-down, and customer-based competency assessments[J]. Human Resource Management,2006,45(3):357-390.
[19]Coleman I. Social capital in the creation of human capital[J]. American Journal of Sociology,1988:1088-1094.
[20]Donna M. Competencies and imitability in the pharmaceutical industry:an analysis of their relationship with firm performance [J]. Journal of Management,2003,29(1): 27-50.
[21]Darrow A L. and Kahl D R. A comparison of moderated regression techniques considering strength of effect[J]. Journal of Management,1982(8):35-47.
[22]Emby C, Gibbins M. Good judgment in public accounting:quality and justification[J]. Contemporary Accounting Research 1988,4(2):287-313.
[23]Goldfried M R., Zurilla T J. A behavioral-analytic model for assessing competence[J]. Current Topicsin Clinicaland Community Psychology,1969(1):151-196.
[24]Handler W. Succession in family business:a review of the research[J]. Family Business Review,1994,7(2):133-157.
[25]Hay J. Managerial competences or mangagerial characteristics [J]. Management Education and Development,1990(21):305-315.
[26]Hu L., Bentler P M. Fit indices in covariance structure modeling:sensitivity to underparameterized model misspecification[J]. Psychological Methods,1998(3): 424-453.
[27]Jauch L., Glueck W F. Strategy Management and Business Policy(3rd ed.)[M]. N. Y. McGraw-Hill,1989.
[28]Julie Yu-Chih, Henry Houn-Gee, James J., Klein G. Task completion competency and project management performance:The influence of control and user contribution[J]. International Journal of Project Management,2010,28(3):220-227.
[29]Kertesz R., Atalaya C. I. Family business in argentina:current issues[J]. Community, Work and Family,1999,2(1):93-103.
[30]. Kets de Vries M. The Dynamics of family controlled firms:the good news and the bad news[J]. Organizational Dynamics,1993,21(3):59-68.
[31]Khalil A H O., Ismail M., Suandi T., Silong A D. Human resource development competencies as predictors of agricultural extension agents' performance in Yemen[J]. Human Resource Development International,2009,12(4):429-447.
[32]Lansberg I S. The succession conspiracy[J]. Family Business Review,1988,1(2): 119-143.
[33]Lee K S., Lim G H., Lim W S. Famliy businesss succession:appropriation risk and choice of successor[J]. Academy of Management Review,2003,28(4):657-666.
[34]. Lievens F., Sanchez J I., Corte W D. Easing the inferential leap in competency modeling:the effects of task-related information and subject matter expertise[J]. Personnel Psychology,2004(57):881-904.
[35]Lawler E. From job based to competency based organizations[J]. Journal of Organizational Behavior,1994,15(1):3-15.
[36]Levenson A R., Wim A., Susan G. Measuring the relationship between managerial competencies and performance [J]. Journal of Management,2006,32(3):360-380.
[37]Michael A., R. Duane. Relationships among corporate level distinctive competencies, diversification strategy, corporate structure and performance[J]. Journal of Management Studies,1986,23(4):401-416.
[38]McClelland D C., Boyatzis R E. Leadership motive pattern and long-term success in management[J]. Journal of Applied Psychology,1982(67):737-743.
[39]McDonald R P, Marsh H W. Choosing a multivariate model:noncentrality and goodness of fit[J]. Psychological Bulletin,1990(107):247-255.
[40]Malinen P. Like father, like son? small family business problem in Finland[J]. Enterprise and Innovation Management Studies,2001,2(3):195-204.
[41]. Miller D. Some organizational consequences of CEO succession[J]. Academy of Management Journal,1993(36):644-659.
[42]Mitchell R K., Morse E A., Sharma P. The transacting cognitions of non-family employees in the family businesses setting[J]. Journal of Business Venturing, 2003,18(4):533-551.
[43]Mcdonald R P, Marsh H W. Choosing a multivariate model:noncentrality and goodness of fit[J]. Psychological Bulletin,1990,107(2):247-255.
[44]Nordhaug O. Competence specificities in organizations:a classificatory framework[J]. International Studies of Management & Organization,1998,28(1):8-29.
[45]Norris N. The trouble with competence[J]. Cambridge Journal of Education,1991(3): 331-341.
[46]Ocasio W. Institutionalized action and corporate governance: the reliance on rules of CEO succession[J]. Administrative Science Quarterly,1999(44):384-416.
[47]Ordhaug O. Competence specificities in organizations:a classificatory framework[J]. International Studies of Management & Organization,1998,28(1):8-29.
[48]Paulhus D L., Martin C L. The structure of personality capabilities[J]. Journal of Personality and Social Psychology,1987(52):354-365.
[49]Paulhus D L., Martin C L. The structure of personality capabilities [J]. Journal of Personality and Social Psychology,1987(52):354-365.
[50]Pitcher P., Chreim S., Kisfalvi V. CEO succession research:bridge over troubled waters[J]. Strategic Management Journal,2000(21):625-648.
[51]Polsfuss C., Ardichvili A. State-of-mind as the master competency for high-performance leadership[J]. Organization Development Journal,2009,27(3):23-33.
[52]Rajadhyaksha.U. Managerial competence:do technical capabilities matter?[J]. April-June Visalia,2005,30(2):47-57.
[53]Russell C J. A longitudinal study of top-level executive performance[J]. Journal of Applied Psychology,2001,86(4):560-573.
[54]Raut M. Concepts of competence[J]. Journal of Interprofessional Care.1998, 12(2):127-139.
[55]Rajesh K., Mohanbir S. High-performance product management:the impact of structure, process, competencies, and role definition[J]. Journal of Product Innovation Management,2010,27(1):83-96.
[56]Samad, Abdus. Bahrain's Commercial Bank Performances During 1994-2001.Credit & Financial Management Review[J],2004.
[57]Schmidt W. Developing competencies for professional performance[J]. Journal of Management Education,2009,33(5):523-525.
[58]Schippmann J S, Ashra B M. The practice of competency modeling[J]. Personnel Psychology,2000,53(3):703-740.
[59]Scholtes P R. The new competencies of leadership[J]. Total Quality Management,1999, 10(4,5):704-710.
[60]Sharma P. An overview of the field of family business studies.current status and directions for the future[J]. Family Business Review,2004,17(1):1-36.
[61]Sharma P., Chrisman J J., Chua J H. Predictors of satisfaction with the succession process in family firms[J]. Journal of Business Venturing,2003a (18):667-687.
[62]Sharma P., Chrisman J J., Chua J H. Succession planning as planned behavior:some empirical results[J]. Family Business Review,2003b,16(1):1-15.
[63]Shepherd D A. structuring family business succession:an analysis of the future leaders decision making[J]. Entrepreneurship:Theory & Practice,2000,24(4):16-40.
[64]Shippmann J. S., Ash R. A.& Battista M. The practice of competency modeling [J]. Personnel Psychology,2000,53(3):703-740.
[65]Stafford K., Duncan K A., Dane S., Winter M. A research model of sustainable family businesses [J]. Family Business Review,1999,12(3):197-208.
[66]Stavrou T., Kleanthous T.& Anastasiou T. Leadership personality and firm culture during hereditary transitions in family firms:model development and empirical investigation [J]. Journal of Small Business Management,2005,43(2):187-206.
[67]Steven E., Lanny A., Kenneth, Manuel A. Managerial competencies and the managerial performance appraisal process [J]. Journal of Management Development,2001,20(9): 842.
[68]Subramanian R., Kumar K., Strandholm K. The role of organizational competencies in the market-orientation-performance relationship [J]. International Journal of Commerce & Management,2009,19(1):7-26.
[69]Sandberg J. Are phenomenographic results reliable?[J]. Journal of Nordic Educational Resarch,1995(15):156-164
[70]Spencer L M., Spencer S M. Competence at work[M]. Chichester, John Wiley & Sons, 1993.199-220.
[71]Schippmann J S., Ashra B M. the practice of competency modeling[J]. Personnel Psychology,2000,53(3):703-740.
[72]Sandberg J. Understanding human competence at work:an interpretative approach[J]. Academy of Management Journal,2000,43(1):9-25.
[73]Steiger J H. Structure model evaluation and modification:an interval estimation approach[J]. Multivariate Behavioral Research,1990(25):173-180.
[74]Wang Yonggui, Lo Hing-Po, Yang Yongheng. The constituents of core competencies and firm performance:evidence from high-technology firms in China [J]. Journal of Engineering & Technology Management,2004,21(4):249-280.
[75]Young K., Dulewicz V. A study into leadership and management competencies predicting superior performance in the British Royal Navy[J]. Journal of Management Development,2009,28(9):794-820.
[76]陈云川,雷轶.胜任力研究与应用综述及发展趋向[J].科研管理,2004,25(6)：141-144.
[77]陈晓红,雷井生.中小企业高管胜任特质影响因素的结构性研究[J].软科学,2008, 22(8)：129-133.
[78]陈万思.中国企业人力资源管理人员胜任力模型研究[D].厦门：厦门大学博士学位论文,2004.
[79]杜娟,赵曙明.基于胜任力和市场导向的组织绩效评估体系研究一以NBA激励制度为例[J].管理评论,2009,21(3)：58-64.
[80]杜娟,赵曙明.服务行业管理者胜任力对绩效的影响研究[J].南京社会科学,2008(5)：31-37.
[81]杜娟.企业经营者胜任特征与个人绩效的关系研究—基于管理职能维度的实证分析[J].当代财经,2008(2)：74-79.
[82]冯明,纪晓丽,尹明鑫.制造业管理者元胜任力与行业胜任力和绩效之间关系的实证研究[J].中国软科学,2007(10)：126-135.
[83]冯明,尹明鑫,廖冰.企业管理者元胜任力研究[J].科学学与科学技术管理,2007(5)：157-161.
[84]高莉,樊卫东.中国银行业创值能力分析——EVA体系对银行经营绩效的考察[J].财贸经济,2003(6)：26-33.
[85]龚劲锋,王益宝.胜任力研究综述与展望[J].经济论坛,2009(8)：98-101.
[86]何晓虹,裴劲松.企业胜任力模型开发—以国内某跨国家电制造企业集团为例[J].中国人力资源开发,2008(9)：65-82.
[87]侯杰泰,温忠麟,成子娟.结构方程模型及其应用[M].北京：教育出版社,2004.
[88]黄勋敬,李光远,张敏强.商业银行行长胜任力模型研究[J].金融论坛,2007(7)：3-12.
[89]黄勋敬,赵曙明.中资商业银行行长胜任特点研究[J].金融论坛,2010(3)：33-39.
[89]江卫东.基于AHP和BP神经网络的企业R&D人员胜任力评价[J].系统工程理论与实践,2007(6)：56-63.
[90]孔晓东.科研项目负责人胜任力模型构建的实证研究[J].科技进步与对策,2007,24(9)：64-67.
[91]李红卫,叶晴.商业银行经营绩效评价研究[J].南方金融,2005(3)：12-14.
[92]李艳霞,杨永康.跨国经营背景下的跨文化胜任力研究述评[J].科技进步与对策,2009,26(16)：156-160.
[93]李怀祖.管理研究方法论[M].西安交通大学出版社,2004.
[94]刘仲康.企业经营战略概论[M].高等教育出版社,1997.
[95]刘嫦娥,张丹.胜任力研究：一种解释性方法的共性及变异[J].软科学,2009,23(4)：123-126.
[96]刘学方,王重鸣,唐宁玉,朱健,倪宁.家族企业接班人胜任力建模—一个实证研究[J].管理世界,2006(5)：96-106.
[97]林日团.管理人员胜任力研究述评[J].2007(1)：131-135.
[98]林忠,王慧.财政干部胜任力与绩效关系的实证研究[J].财政研究,2008(3)：52-56.
[99]马新,建顾阳.塑造企业领导者的逆境胜任力[J].中国人力资源开发,2009(6)：50-53.
[100]毛淑珍,乐国林.组织文化胜任力模型及其运用[J].中国人力资源开发,2009(7)：37-40.
[101]沈磊.企业战略和价值观视角下的胜任力模型构建研究[J].中国人力资源开发,2008(12)：6-9.
[102]时勘,王继承,李超平.企业高层管理者胜任特征模型评价的研究[J].心理学报,2002,34(3)：306-311.
[103]王重鸣,陈民科.管理胜任力特征分析：结构方程模型检验[J].心理科学,2002,25(5)：513-516.
[104]王鲁捷,崔蕾,陈龙.企业中层管理者胜任力研究[J].中国人力资源开发,2008(12)：71-78.
[105]王红军,陈劲.科技企业家创业胜任力及其与绩效关系研究[J].科学学研究,2007,25(增刊)：147-153.
[106]魏钧,张德.国内商业银行客户经理胜任力模型研究[J].南开管理评论,2005,8(6)：4-8.
[107]魏钧,张德.商业银行风险经理胜任力模型与层级结构[J].管理世界,2007(6)：86-93.
[108]魏钧,张德.商业银行个人业务客户经理胜任力模型研究[J].金融论坛,2007(6)：25-29.
[109]魏钧.商业银行审批人胜任力模型与层级结构研究[J].管理学报,2009,6(6)：781-787.
[110]杨君岐,陈东,侯婷.构建基于胜任力指数的人力资本价值计量模型[J].财会月刊,2009(11)：17-20.
[111]杨湘怡.企业中层管理者胜任力模型研究[D].上海：复旦大学博士学位论文,2007.
[112]於永和,周鹏,韦融军.基于胜任力的工程项目经理选择机制研究[J].建筑经济,2006(10)：21-24.
[113]叶龙,张文杰,姜文生.管理人员胜任力研究[J].中国软科学,2003(11)：96-99.
[114]叶龙,张文杰.铁路运输企业管理人员胜任力模型开发与应用[J].中国行政管理,2006(6)：69-72.
[115]张进.建筑企业项目管理者胜任力结构模型研究[D].西安：西安建筑科技大学博士学位论文,2007.
[116]张文勤,石金涛.基于因素分析与BP神经网络的电信企业管理胜任力测评研究[J].数理统计与管理,2009,28(1)：1-9.
[117]张文江.项目经理胜任力评估指标研究[J].中国人力资源开发,2009(6)：98-101.
[118]张振华.创业团队胜任力结构与创业绩效的关系研究[J].当代经济研究,2009(12)：22-25.
[119]张火灿.策略性人力资源管理[M].台北：扬智文化事业,1998.
[120]张文勤,石金涛.胜任力评价的主成分神经网络建模[J].管理评论,2008,20(9)：14-19.
[121]张兰霞,王俊,王雪,赵晋鹏.东北老工业基地国有企业高层管理者胜任力模型[J].东北大学学报(自然科学版),2007,28(4)：600-604.
[122]仲理峰,时勘.家族企业高层管理者胜任特征模型[J].心理学报,2004,36(1)：110-115.
[123]周金阳,周德群,孙继红.中小型国有农业企业经营者胜任力分析[J].农业经济问题,2009(4)：86-91.
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |