外文翻译 外文文献 英文文献 胜任力模型研究

Research on Competency Model:A Literature Review and

Empirical Studies

Abstract

Western countries have applied competency models to addressing problems existed in their administrative and managerial systems since 1970s，and the findings is positine and promising. However, competency model hasn’t been introduced to China until 1990s and it is still unknown and mysterious to many Chinese managers. This paper aims to uncover the mysterious veil of competency model in order to broaden the horizon of Chinese managers and boost China's human resource development as well as management.

Keywords:Competency，Competency Models，Empirical Studies of Competency Models

It has been more than 30 years since competency model was utilized to human resource management.In western countries，competency model first displayed its effectiveness in government administration, meanwhile many multinationals and their branch companies applied the competency model to their daily business management and their business was a great success. As the notion of competency is gradually come to light and accepted by people all around the world，more and more enterprises have been trying to build their own competency model under the help of professional consultant firms. As a result，competency model has gradually been a very fashionable phrase in the field of management and quite a few enterprises are thus benefited from it. In recent years, competency model has become a hot spot in the Chinese academia as well as big-，middle- and small-sized enterprises alike，many relevant writings and books have also been translated and published. However, competency and competency model are still mysterious to many Chinese scholars, business managers as well as government administrators.

Purpose and Significance of the Study

The purpose of the study aims to make a critical literature review of the competency model，clarify some confusion related to it and explore its application. The following questions are employed to guide this study:What is competency? What is competency model? What are the theoretical and empirical findings related to competency model?

The study illustrates how we could take advantage of competency model in our harmonious society building. On one hand，the study will delineate competency and competency model in order to clarify confusions related to it since it is still strange and mysterious to many Chinese managers and administrators;on the other hand，the

study would enrich Chinese HRD&HRM in the field of government administration and business management both theoretically and empirically.

Research Method

The present study has utilized qualitative analysis, induction and deduction. Since this research is a literature review in some sense, qualitative analysis will be an indispensable research method; Induction and deduction are applied to both theoretical and empirical studies.

In order to enhance the credibility of present research，only the authoritative publications on competency model are reviewed，including books and papers written by foreign and Chinese scholars and HRDHRM practitioners. By searching for the keywords "competency" "competency model" and "competency model building" as well as "empirical studies on competency models"，books and papers written by well-known foreign scholars such as McClelland D. C.，Lyle M. Spencer, Anntoinette D. Lucia, Richard Lepsinger etc.，are available; by the same token，books and papers written by Chinese scholars such as Zhi-gong He，Jianfeng Peng, Shaohua Fang, Nengquan Wu，etc.，could be consulted. All the books and papers are published between 1950s and 2007. In addition, many data cited in this paper comes from empirical studies at home and abroad.

Findings

In this part，a literature review of competency is firstly carried out;then competency model as well as its evolution，development and innovation is delineated;finally empirical studies are reviewed. Empirical studies mainly focus on competency model building and its application to human resource development and management.

Understanding Competency

In 1973，American scholar David C. McClelland published his paper Testing for Competency Rather Than Intelligence which cited a large amount of research findings to illustrate

the inappropriateness of assessing personnel qualities by abusing intelligence tests. Dr. McClelland further explained that some factors (personality, intelligence, value，etc.)which people had always taken for granted in determining work performance hadn't displayed their desired result. As a result，he emphasized that people should ignore those theoretical by pothese and subjective judgements which had been proved groundless in reality. He declared that people should tap directly those factors and behaviors which could really impact their performance (McClelland, 1973). These factors and behaviors were named "competency" by McClelland. The publishing of this paper symbolized the debut of competency research. From then on，many scholars started getting involved into the research on competency and they conceptualized

competency from different perspectives as shown in the following table: The above ten concepts of competency have a lot in common:①Competency is motive, trait，value，skill，self-image, social role，knowledge;②Competency is a combination;③Competency should be measurable, observable, instructional，phasic and hierarchical;④Competency is a determinant to outstanding performance.

Thus competency is an underlying combination of individual characteristics such as motive, inner drive force, quality, attitude，sole role，self-image, knowledge and skill，it is causally related to criterion-referenced effective and/or superior performance in a job or situation and it is measurable，observable and instructional.

Besides，many scholars and consultancy firms believe that competency could be explained under the help of three different models:

Iceberg Model. This model treats competency as an iceberg, the part above the water represents behavior, knowledge and skills which are easy to measure and observe，while the part under the water symbolizes underlying qualities such as value，attitude，social role, self-image，traits which are hard to assess，and the deepest part under the water represents the most latent qualities such as inner drive force，social motive, etc. which are most difficult to observe and measure.

Onion Model. This model treats competency as an onion, the outer layer represents skills and knowledge which are liable to acquire，the inner layer refers to qualities such as self-image，social role，attitude and value which are relatively difficult to appraise, while the core of the onion symbolizes traits and motives which are most difficult to cultivate and develop.

Brain Model. This model stems from the brain mechanism. It presupposes that the brain could be divided into four parts. Each part functions differently. The upper-left part is in charge of competency such as analysing capacity, calculation, strong logic ability; the upper-right part is in charge of competency such as innovation and intuition;the bottom left part is in charge of competency such as organizing ability, planning ability; and the bottom-right part is in charge of competency such as communication ability，perception, etc. Different parts will exert corresponding influence on competency development.

Conceptualizations of Competency Model

Few foreign scholars have directly put forward conceptualizations of competency model. By contrast，many Chinese scholars have expressed their opinions on it. The present paper only cites those concepts that have been published by authoritative publishing houses.

Jianfeng Peng, a professor in Ch;na Renmin University，together with his students, has studied how to build competency models for effective HR management since 2003. He thought competency model was the combination of different

qualities which were necessary for people to successfully finish a job or achieve superior performance，these qualities included different motives，traits, self-images and social roles as well as knowledge and skill (Jianfeng Peng, 2003). Prof. Peng believed that a competency model was composed of 4-6 competencies that were closely related to performance. Competency models could help managers judge and distinguish key factors that led to superior performance or underperformance. As a result，competency model could be treated as a foundation to improve performance.

Professor Nengquan Wu from Sun Yat-sen University published his book Competency Model:Design and Application in 2005，according to his understanding, competency model refers to "proficiencies that people define core competencies of different levels, delineate corresponding behaviors，determine key competencies as well as f inish certain work.‖(Nengquan Wu，2005). Prof. Wu conceptualized competency model from the perspective of methodology. He believed that competency model was a unique HRM thinking mode, method and operation flow. On the basis of organizational strategy, competency model could be utilized to enhance organizational competitiveness and improve performance.

Shaohua Fang, a senior HRM consultant and expert，provided us with the following definition:"Competency model is to conceptualize and describe the necessary knowledge,skills，qualities and abilities which an employee should have in order to finish work (Shaohua Fang, 2007)‖.By taking advantage of definitions of different levels and related behavioral descriptions, people could determine the combination of core competencies and required proficiency to finish work. Hc} pointed out these behaviors and skills must be able to measure，observe and instruct and they should exert a great influence upon personal performance and business success.

International Human Resource Institute(IHRI) has also defined competency model:

"The so-called competency model is the standardized description and explanation of competencies that could actualize superior performance.‖(·IHRI, 2005)IHRI declared that a competency model should include 6^-1 2 competencies.

In summary, the first concept mentioned above attaches an importance to the composition of competency model and its function, while all of the rest three concepts emphasize cognitive abilities as well as criterion-referred performance. Thus competency, model is a combination of different competencies which could be observed，delineated，explained and calculated on one hand，and could facilitate superior performance on the other hand.

Development and Evolution of Competency Model

In early 1970, top officials in U. S. Department of State believed that their

diplomats' se- lection based on intelligence test was ineffective. It was an upset situation for them to find that many seemly excellent people fail to live up to their expectations regarding their work performance. Under such circumstances, Dr. McClelland was invited to help Department of State design an effective personnel selection system which could appraise the actual performance of employees. In that program，McClelland and his colleague Charles Dailey adopted the method of Behavioral Event Interview (BEI) to collect information in older to study factors that influenced the diplomats' performance. Through a series of summaries and analyses, McClelland and Dailey found out the differences between an excellent diplomat and a mediocre diplomat as far as their behaviors and modes of thinking were concerned. In this way, competencies that a diplomat should possess were found out. This program is the earliest empirical application of competency model. And the research findings were two papers: Improving Officer Selection for the Foreign Service (McClelland&Dailey，1972) as well as Evaluating New Methods of Measuring the Qualities Needed in Superior Foreign Service Information Officers(McClelland& Dailey，1973).

Mcber and American Management Association (A'MA) also started their research on competency model in the same year. They focused on providing the answer to the question:what kind of competencies should be displayed by successful managers rather than unsuccessful ones? AMA spent 5 years observing 1 800 managers. By comparing the performance of excellent managers and mediocre ones, AMA defined their competencies based on their traits. The research results showed that all the successful managers shared the following 5 competencies:professional knowledge，maturity of mentality, maturity of .entrepreneurship，people relations and maturity of the profession. Of which，only professional knowledge were shared by excellent and mediocre managers (Mcber&.AMA, 1970).

Then Prof. Bray carried out 8 years research at AT&T based on technique of assessment center. From the aspectives of abilities, attitudes and traits, etc.，he built a competency model composed of 25 competencies such as interpersonal relations, expression ability, social sensitivity, creativity，flexibility，organizational ability，planning ability, decision-making ability, etc(Bray and Grant，1978).

In China，however, researches on competency model are relatively much late.

Chinese scholars Chongming Wang and Minke Chen published their paper about competency model in Psychological Science in 1992. They studied 220 senior and middle-level managers of 51 enterprises in 5 cities. After examining and testing the competency model for senior managers on the basis of factor analysis and structural equation modelling, they compiled "Key Managerial Behavior Assessment Scale" (Chongming Wang&Minke Chen，2002).

Scholars such as Kan Shi, Jicheng Wang and Chaoping Li took advantage of Behaviocal Event Interview to assess the competency model for senior managers in the industry of telecommunication (Kan Shi，Jicheng Wang&Chaoping Li，2002). Jicheng Wang designed 5 universal competency models for technical personnel，sales people, community service personnel，managers as well as entrepreneurs respectively.

Jianfeng Peng and his postgraduate student Xiaojuan Xing built 4 universal competency models for business managers，business technical personnel，marketing personnel as well as HR managers (Jianfeng Peng，2003 ).

The above domestic studies illustrate that competency models for middle-level and senior managers have been built based on in-depth interview and questionnairing. Most publications only focus on conceptualizing competency model，its development，behavioral event interview as well as competency model building，most of the findings are theoretical rather than empirical. By contrast，foreign studies are much maturer both theoretically and empirically.

Empirical Studies

Empirical studies highlight the application of competency model to enterprises, governments and other institutions.

Nowadays，empirical studies on competency models mainly focus on the following 4 aspects:

Staffing and Selection. Besides job standards and skills prescription, more and more businesses have carried out their personnel staffing and selection in light of the candidates' competencies which are crucial to their future performance. This competency-based personnel staffing and selection has connected business strategies and targets to business employees themselves. As a result，the quality of staffing and selection is greatly improved.

Performance Management. Businesses which have built their competency models are more interested in the competency rather than the result itself in their performance management. As a result, their performance management style has been competency-driven rather than result-driven. Managers haven’t attached an importance to short-term performance, but current and long-term performances. In such a managerial system，outstanding performance has been easily actualized. Each employee has made most of their core competencies and expertise to make a contribution to their business.

Compensation Management.After the competency-based compensation management system is set up, businesses have concentrated on their employees’future development and potential value, which has stimulated employees and managers of all ranks to improve themselves both menetuacy and teconologcal. Competency oases compense lion management system has helped enterprises attract and retain more

talents. In a word，competency model has endowed employees with a sense of respect and creativity.

Training and Development. Enterprises which have built their competency models tend to determine core competencies in light of business strategies，environments, employee development planning and performance appraisal. Enterprises decide their training and development priorities on the basis of competency model.

Future Trends

Despite that there is a growing body of literature on competency model，research on competency model is still in a premature stage and many questions still remain unanswered. Therefore, further research is required to address several important issues.

First of all，although there are growing studies on the impacts of the competency model on organizational outcomes，antecedents of competency model need to be identified and academically explored. Future studies are needed to examine the relationships between the features of competency model and its key antecedent variables such as organizational sttracture.leadership and external environment. For example，it can be reasoned that the features of competency model are likely to be positively correlated with the structures of enterprises, governments as well as other institutions. Secondly，the impact of competency model on performance needs to be thoroughly explored. More studies are needed to examine whether the features of competency model or organizational culture，has direct or indirect impacts on organizational performance. While quite a few HRD and HRM researchers and practitioners have demonstrated that the concept of competency model has a positive impact on organizational performance, however，such impact may be mediated by other important organizational variables. Finally, it is also important to consider the relationships of competency model and other important HR variables such as career development, managerial coaching as well as employee training.

Conclusions and Discussions

In conclusion，competency model has increasingly exerted profound influence on human resource development and management. While this concept has received an increase in both academic and management fields，there are increasing empirical studies designed to examine the nature of the construct and its relationships with other important organizational variables. More studies are needed to enhance the theoretical and empirical foundations of competency model.

胜任力模型研究：文献综述和实证研究

摘要

20世纪70年代以来，西方国家已经利用胜任力模型来解决存在于行政和管理系统中的问题，其结果是积极且有前途的。然而，直到20世纪90年代，胜任力模型这一概念才被引入到中国，在此之前，对于中国众多的管理者而言都是未知的，神秘的。本文旨在揭示胜任力模型的神秘面纱，以扩大中国管理者的视野，推动中国人力资源开发及管理。

关键词：胜任力胜任力模型胜任力模型的实证研究

胜任力模型被应用于人力资源管理已有30余年。在西方国家，胜任力模型首次展示了其在政府的行政效能，同时许多跨国公司及其分支公司运用胜任力模型在其日常管理和业务活动方面也获得了巨大成功。随着胜任力概念的逐步明朗化和被世界各地的人们所接受，越来越多的企业在专业顾问公司的帮助下开始尝试建立自己的胜任力模型。因此，胜任力模型已成为了管理领域的一个时髦词语，不少企业从中受益。近年来，胜任力模型已经成为一个热点，在中国学术界以及大、中、小型企业中得到一致好评，许多相关著作和书籍也被翻译出版。然而，胜任力和胜任特征模型对于许多中国学者、企业管理者以及政府管理人员仍然是一个谜。

1 研究目的及意义

本研究的目的旨在通过回顾胜任力模型的重要文献，澄清相关的概念并探索其应用。这项研究主要解答以下问题：什么是能力？什么是胜任力模型？这些理论和实证研究结果与胜任力模型有哪些相关性？

此研究说明了我们可以在和谐社会建设中采取优势胜任力模型。一方面，这项研究将划定的胜任力和胜任力模型，澄清与它混淆的相关概念，因为对于很多管理者来说它仍然是陌生而神秘的；另一方面，这项研究将丰富中国人力资源开发和人力资源管理在政府领域和行政管理领域的理论和经验。

2 研究方法

本研究采用定性分析、归纳和推理。由于本研究在某种意义上是一个文献综述，定性分析将是一个不可缺少的研究方法，归纳和演绎主要是应用于理论和实证研究。

为了提高当前研究的可信性，只对胜任力模型的权威刊物进行了综述，其中包括由外国和中国学者、人力资源开发和人力资源管理从业者撰写的书籍和论文。通过搜索关键字―胜任力‖、―胜任力模型‖、―胜任力模型构建‖和―胜任力模型的实证研究‖ ，很多国内外知名学者的著作和论文都是可以借鉴的，这些都是在1950年至2007年发表的著作和论文。此外，本文所提到的许多数据主要来自国内外的实证研究。

3 结果

首先是胜任力模型的文献综述，然后胜任力模型以及其演变、发展和创新的区分与划定，最后对实证研究进行综述。实证研究主要集中在胜任力模型构建及应用人力资源开发与管理。

3.1胜任力的定义

1973年，美国学者麦克里兰博士通过引用大量的研究成果，发表了关于测试胜任力而非智力的论文，揭示了滥用智力测试来评估人员素质的不当之处。博士麦克里兰进一步解释说，人们一直想当然测试工作表现中的一些因素（人格，智力，价值观等）却并没有得到他们想要的结果。因此，他强调，人们应该忽略这些通过假想所得出来的已被证明是毫无根据的主观判断的理论，人们应该直接利用那些有可能真正影响他们表现的行为和因素，这些因素和行为被麦克里兰命名为―胜任力‖。本文的发布标志着胜任力研究的首次亮相。从那时起，许多学者开始加入到对胜任力的研究，他们从不同角度阐述了胜任力的相关概念这些概念有很多共同点：①胜任力是动机，特质，价值，技能，自我形象，社会角色，知识，②胜任力是一个组合;③胜任力应是可测量的，可观察的，可教学的，具有阶段性和层次性;④胜任力是达到出色表现的决定因素。

因此，胜任力是个体特征的一个基本组合，如动机，内在驱动力，质量，态度，角色，自我形象，知识和技能，它是因果关系的标准参照，它是可测量，可观察和可指导的。

此外，许多学者和顾问公司认为胜任力可以用三种不同方式进行解释：

冰山模型：这个模型将作为胜任力的冰山，露出水面的部分：代表行为，知识和技能，很容易测量和观察，而在水中的部分象征着底层的品质，如价值，态度，社会角色，自我形象，特质，都难以评估，并通过水中最深的部分呈现最潜在的素质，如内在驱动力，社会动机等，这些都是最困难的观察和测量。

洋葱模型：这个模型将胜任力作为洋葱，外层代表技能和知识，易于掌握，内层是指素质，如自我形象，社会角色，态度和价值这是比较难以评估，而洋葱的核心象征特质和动机这是最难培养和发展。

脑模型：这种模式源于脑机制，它的前提是，脑可以分成四个部分。各部分的功能是不同的。左上部分负责能力，如分析能力、计算、逻辑性强的能力；右上部是负责的能力，如创新和直觉；底左边部分是负责的能力，如组织能力、策划能力；右下部分是负责的能力，如沟通能力、感知等不同部位将会对能力发展相应的影响。

3.2胜任力模型的概念化

一些外国学者直接提出了胜任力模型的概念化。许多中国学者都表示了对他们的意见。本文只引用那些权威出版机构已经公布的概念。

中国人民大学的教授彭建峰和他的学生一起研究如何构建胜任力模型从而进行有效的人力资源管理，自2003年以来，他认为胜任力模型是人们成功地完成工作或达到优异的性能中不同的特质的必要组合，，这些特质包括不同的动机，特

质，自我形象与社会角色，以及知识和技能。彭教授认为，一个能力模型由4 – 6个密切相关的性能组成的。胜任力模型可以帮助管理者判断和区分优越的性能或低劣的性能及关键因素性能。因此，胜任力模型可以被视为一个基础，以提高每个性能。

中山大学教授吴能全出版了他的书—胜任力模型：根据他的理解，胜任力模型是指―人们熟练地定义不同级别的核心竞争力，划分不同的行为，确定完成特定工作的关键胜任力。‖吴教授是从方法论的角度来解释胜任力模型，他认为，胜任力模型是人力资源管理中的一个独特的思维模式、方法和操作流程。在组织战略的基础上，能力模型可以被用来提高组织的竞争力和性能。

资深人力资源管理顾问韶华芳，为我们提供了以下定义：―胜任力模型是概念化的描述，雇员都应该具备完成工作所必需的知识，技能，素质和能力‖通过利用不同层次的定义和相关的行为描述的优势，人们可以把核心竞争力和所需的胜任力相结合来完成工作。他指出，这些行为和技能必须能够测量，观察和指导，这些行为和技能会对个人业绩和企业的成功产生很大的影响。

国际人力资源协会（IHRI）还定义了胜任力模型：―所谓的胜任力模型是标准化的描述和竞争力的解释，可以具体化的卓越性能。‖IHRI宣布一个胜任力模型应该包括6^-12的能力。

综上所述，上面提到的第一个概念十分的重视胜任力模型及其功能组成，而所有其余的三个概念的强调认知能力，以及标准，简称性能，因而胜任力模型是不同的能力可能被观察到的，所划定的组合，一方面可以解释和计算，另一方面可促进优越的性能。

3.3发展与演变

1970年年初，在美国国务院高级官员认为，根据智力测验他们的外交官―的选择是无效的。这是一个冷门的局面他们发现，很多得体优秀的人没有辜负他们的期望，对他们的工作表现。在这种情况下，麦克利兰博士应邀帮助国家设计一个有效的人才选拔制度，可以评估员工的实际表现。在该程序中，为了学习影响外交官的表现因素，麦克利兰和他的同事查尔斯·戴利采用行为事件访谈法（BEI）的方法来搜集资料，通过一系列的总结和分析，麦克莱兰和戴利发现了一个优秀的外交官和一名平庸的外交官，据他们的行为和思维模式的关注之间的差异。通过这种方式发现了一个外交官应该具备的能力。研究结果发现两篇文章：提高官员的外事服务选择以及评估高级外事服务信息官素质的新方法。这是胜任力模型的最早实证应用。

Mcber美国管理协会（AIMA）也在同一年开始了胜任力模型的研究。他们专注于对相关问题提供答案：成功的管理者而不是失败者应该具备什么样的胜任力？AMA用了5年观察1800经理。通过比较优秀和平庸的管理人员的表现，AMA定义根据他们的胜任力特征。研究结果显示，所有成功的管理者都具备了以下5个能力：专业知识，心态成熟，企业家精神，人际关系和行业成熟度。其中，只有专业知识是由优秀和平庸的管理者共享的。

Bray教授在AT＆T的基础上进行了12年的研究，从能力、态度和特征等角度来看，他建立了25个胜任力，如人际关系，表达能力，社会敏感性，创造性，灵活性，组织能力，策划能力，决策能力等组成的胜任力模型。

然而，在中国，对于胜任力模型的研究要晚的多。

中国学者王重明和陈明科在1992年发表了一篇关于心理科学胜任力模型他们研究了5个城市中220个中、高级企业的51个企业经理。检验和测试胜任力模型后，在因子分析和结构方程建模的基础上，编制了高级管理人员适用的―重点管理行为评定量表‖。

学者时堪, 王继成和李绍平采用行为事件访谈法的优势，以评估电信行业高级管理人员的胜任力模型，王骥程分别设计了5个通用于技术人员，销售人员，社区服务人员，管理人员和企业家的胜任力模型。彭剑锋和他的研究生辛晓娟建立4个通用于企业管理人员，业务技术人员，市场营销人员以及人力资源经理的胜任力模型。

上述国内研究说明了中层的胜任力模型和基于深度访谈和问卷调查的高级管理人员相继建成。出版物只专注于概念化能力模型，它的发展，行为事件访谈以及胜任力模型构建，大部分的结果都是理论而非经验。相比之下，国外的研究在理论上和经验上较为成熟得多。

3.4实证研究

实证研究突出了胜任力素质模型在企业，政府和其他机构的应用。

如今，胜任力模型的实证研究主要集中在以下4个方面：

人员配置和选择。除了职业标准和技能，越来越多的企业已经开展了对其其人员和工作人员的选择，这对候选人的未来业绩而言是至关重要的，这种基于能力的人才选择是与业务策略、目标及企业员工自己相连接的。因此，人员配备和选择的质量大大提高。

绩效管理。企业已经建立起了它们自己感兴趣的胜任力模型而不是他们本身的绩效管理。因此，他们的绩效管理风格是以能力为导向，而不是结果为导向。管理者有没有附加的重视短期业绩，是依据目前的和长期的演出。在这样的管理制度中，优秀的性能很容易现实化。每名员工取得了他们大部分的核心竞争力和专业知识，这样可使它们做出重大的贡献。

薪酬管理。以能力为基础的薪酬管理体系建立之后，企业都集中在员工的未来发展和潜在价值，这激发了各级员工和管理人员提高自己智力和技术。此外，以能力为基础的薪酬管理体系，帮助企业吸引和留住更多的人才。总之，胜任力模型赋予了员工的尊重和创造力的感觉。

培训与发展。企业通过其经营策略、员工发展规划、行业坏境和核心竞争力已建立了自己的能力模型，在确定胜任力模型的基础上，对影响企业发展的重点因素进行培训

4 未来发展趋势

尽管关于对胜任力模型的文献越来越多，但对胜任力模型的研究还处于初步

阶段，许多问题仍然没有答案。

因此，需要进一步研究解决的几个重要问题。

首先，对胜任力模型的印象因素，虽然有越来越多的研究，但对结果的研究，需要进一步的识别和探讨胜任力模型的前因。例如，研究的胜任力模型的特点及其关键前因变量，即组织、领导与外部环境之间的关系。它可以推测，胜任力模型的特征很可能与企业，政府以及其他机构的结构相关。其次，需要深入地探索胜任特征模型对性能的影响，检验胜任力模型是否对组织文化、对组织绩效的有直接或间接影响。虽然相当多的人力资源开发和人力资源管理研究者通过实践已经证明，胜任力模型的概念对组织绩效会产生积极的影响，但是，这种影响可能被其他重要组织变量所指导。最后，也是重要的一点，需考虑胜任力模型和其他重要人事变量，如职业发展，管理教练以及员工培训的关系。

5 结论和讨论

总之，胜任力模型已对人力资源的开发和管理产生深远的影响。虽然这个概念已得到学术界和管理领域的认可，但还需进行其与其他重要组织变量关系的性质的实证研究，以提高能力素质模型的理论和实证基础。

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