胜任力模型研究-文献综述和实证研究毕业论文外文文献翻译及原文

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 andEmpirical StudiesAbstractWestern 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 ModelsIt 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 StudyThe 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，thestudy would enrich Chinese HRD&HRM in the field of government administration and business management both theoretically and empirically.Research MethodThe 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.FindingsIn 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 CompetencyIn 1973，American scholar David C. McClelland published his paper Testing for Competency Rather Than Intelligence which cited a large amount of research findings to illustratethe 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 conceptualizedcompetency 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 ModelFew 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 differentqualities 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 ModelIn early 1970, top officials in U. S. Department of State believed that theirdiplomats' 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 StudiesEmpirical 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 moretalents. 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 TrendsDespite 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 DiscussionsIn 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。

国内外关于胜任力模型的研究综述的论文

写一篇国内外关于胜任力模型的研究综述的论文，600字
胁任力模型一直都是商业领域的热门话题，因为它能够帮助企业更好地管理人员，并有效地提高绩效。

这一概念已被广泛应用于各行各业，以提供更有效的雇员招聘、培训和管理。

因此，许多学者都在国内外认真研究胜任力模型。

本文将就近年来的研究国内外情况进行综述，以探讨胜任力模型的现状和发展趋势。

首先，国内学者一直致力于通过系统分析和调查研究来研究胜任力模型，并将其应用于企业实践中。

譬如，2017年，张洁
等研究者提出了结合系统动力学的人口科学方法，探究和理解胜任力模型的内在机制，并分析了该模型对企业绩效的影响。

此外，2019年，王春革等研究者利用文献资料分析，提出了
一种基于KM框架的胜任力模型，以提升企业的社会责任感
和职业承诺水平。

而在国外，学者们一直忙于探究胜任力模型的实际应用。

比如，2019年，Gábor和Nikoletta等研究者对来自匈牙利大公司的
调查数据进行了分析，发现已建立的胜任力模型在提高员工绩效方面表现出色。

同时，在2018年，卢芹等研究者采用比较
研究、案例研究和文献分析等方法，发现企业通过开展胜任力模型的实践，能够更好地增强核心竞争力，促进组织高效率发展。

综上所述，国内外的学者都在努力探究胜任力模型的有效性和实施方法，并不断提高企业管理水平，推动企业绩效水平的提升。

因此，我们可以得出结论：胜任力模型可以作为企业管理
的重要工具，为管理者提供有效的帮助，从而提高组织的核心竞争力、增强组织的绩效水平，实现企业的良性发展。

胜任力文献综述

胜任力文献综述
胜任力是指一个个体在特定的工作环境中能够有效地完成工作任务所需的能力。

这个概念在组织心理学和人力资源管理等领域得到了广泛研究和应用。

早期的研究主要关注胜任力的概念和测量方法。

胜任力被认为是由个体的知识、技能和能力组成的，可以通过测量这些因素来客观评估个体的胜任力水平。

发展了许多胜任力测量工具，如胜任力问卷和胜任力绩效评估。

近年来的研究更加关注胜任力对组织绩效的影响。

研究发现，胜任力与工作绩效和组织绩效之间存在正向的关系。

具有高水平胜任力的员工在工作中更能够高效地完成任务，并且对组织的发展和创新有积极的影响。

此外，胜任力还与个体的职业发展和职业满意度有关。

具有高水平胜任力的个体更容易获得晋升和提高工资待遇，同时也更容易获得工作满意度和职业满意度。

胜任力的培养和发展也成为组织管理的重要议题。

研究表明，组织可以通过提供培训和发展机会来提升员工的胜任力水平。

此外，组织还可以通过制定明确的工作要求和提供有效的绩效反馈来促进员工的胜任力发展。

总的来说，胜任力是一个重要的概念，对个体和组织的发展都有重要影响。

未来的研究可以进一步深入探讨胜任力的形成机制和发展路径，以及胜任力对个体和组织的长期影响。

胜任力模型研究综述

胜任力模型研究综述胜任力模型是一种用于评估和衡量个人在特定领域内的能力和技能的框架。

它被广泛应用于人力资源管理领域，以帮助企业和组织选择和发展合适的人才。

胜任力模型的研究可以追溯到20世纪70年代，当时研究者们开始探索人力资源管理中的胜任力概念。

随着时间的推移，不同的研究者和学者提出了各种各样的胜任力模型，以满足不同领域和组织的需求。

胜任力模型的基本原理是将个人的能力和技能分为不同的维度或者能力要素。

这些要素可以包括知识、技能、经验、个人特质等。

通过评估个人在每个要素上的表现，可以得出一个综合的胜任力评估结果。

在实际应用中，胜任力模型可以用于招聘和选拔过程中的人才评估。

企业可以根据自身的需求，设计一个符合岗位要求的胜任力模型，并据此评估候选人的胜任力。

这样可以提高招聘的准确性和效率，减少误聘的风险。

此外，胜任力模型也可以应用于员工发展和培训中。

通过评估员工在不同能力要素上的表现，企业可以制定个性化的发展计划，帮助员工提升其胜任力。

这样可以提高员工的工作表现和满意度，进而提升组织的绩效。

然而，胜任力模型也存在一些挑战和争议。

首先，胜任力模型的建立需要基于科学的研究和实证数据，这需要大量的时间和资源。

其次，不同领域和组织的需求各不相同，如何设计一个通用的胜任力模型仍然是一个挑战。

最后，胜任力模型只是评估个人能力的一种工具，它不能完全代替其他评估方法和工具。

总而言之，胜任力模型是一个有用的工具，可以帮助企业和组织评估和发展合适的人才。

然而，为了确保其有效性和准确性，研究者和从业者需要不断深化对胜任力的理解，并根据实际需求进行适当的调整和改进。

胜任力文献综述

文献综述一、前言胜任力的研究和实践起源于美国，在20世纪70年代开始有学者投入到胜任力特征的探究和模型的构建中来。

我国最早在上世纪90年代引入了胜任力模型，后经我国学者研究努力，在对国外已有研究成果的基础上充分结合我国国情，对该理论在人员招聘领域也有了初步的探究，为进一步的发展奠定了研究基础。

二、国外相关研究成果胜任力，在国外常常又被译为competency。

在20世纪70年代以来，国外对于胜任力以及模型建立和应用日臻成熟。

现今大家认可的胜任力定义，最早起源于戴维·麦克利兰（David McClelland）博士（1973）为美国国务院设计的甄选驻外联络官的项目中的应用。

在该项目中他将心理学和管理学相结合，认为绩效优者拥有某些特有的知识与行为使得他获得更高的工作成就，因此将胜任力定义为与工作绩效或生活中其他重要成果直接相似或相联系的知识、技能、特质和动机。

在研究中他发展了确定胜任力的一些关键的方法和和理论，如“行为事件访谈法”（BEI）。

戴维·杜波依斯（David Dubois）（1993）将胜任力定义为是一个人在其工作岗位上获得出色成绩的潜在特征。

提出了绩优者的胜任力特征，主要包括6个方面：目标和行动管理、领导、人力资源管理、指导下级技能、其他、特殊知识。

莱尔·斯宾塞（Lyle Spencer）（1994）和麦克利兰对胜任力做了全面定义。

能够明确卓越绩效者和平庸者可准确测量的个体特征。

他们创建了冰山模型来形象的说明，包括了五个层次：知识、技能、自我概念、特质和动机,。

冰山上的技巧和知识是显性部分，而冰山下的部分为隐性部分。

而对于胜任力模型的建立和应用，最早始于1970年McBer和美国管理协会(AMA)进行了一次胜任力项目研究，该研究旨在比较一般绩效这和绩优者的行为，以此来找出管理者成功的五个重要能力特征：专业知识、心智成熟度、企业家成熟度、人际间成熟度、在职成熟度这五个关键能力特征，只有专业知识是优秀管理者和一般管理者都有的。

国内外关于胜任力模型的研究综述

２４８《商场现代化》２００８年１１月（上旬刊）总第５５６期胜任力概念由麦克利兰（１９７３）提出后，胜任力的理论研究和实际应用随即风靡美国、英国等欧美发达国家。

许多著名的公司，如ＡＴ　＆Ｔ、ＩＢＭ等都建立了自己的胜任力体系。

胜任力系统的合理使用，可以降低员工离职率，从而节约经营成本，由于它具有动态性，还可应付组织突如其来的变化，最重要的是，它可以激发员工的潜能、提高绩效、给组织带来最大的价值。

因此，胜任力模型是２１　世纪一个非常重要的工作发展体系，胜任力模型正迅速地成为本世纪工作发展的标准和业绩管理标准。

一、胜任力及胜任力模型的基本内涵１．胜任力的含义１９７３年，ＭｃＣｌｅｌｌａｎｄ在美国《心理学家》杂志上发表了题为《Ｔｅｓｔｉｎｇ　ｆｏｒ　Ｃｏｍｐｅｔｅｎｃｅ　Ｒａｔｈｅｒ　ｔｈａｎ　ｆｏｒ　Ｉｎｔｅｌｌｉｇｅｎｃｅ》（《测试胜任力而非智力》）的文章，提出用胜任力取代传统的智力测量，强调从第一手材料入手，直接发掘那些能真正影响工作业绩的个人条件和行为特征，为提高组织绩效和促进个人事业成功做出实质性的贡献。

同时。

他还提出进行基于胜任能力的有效测验的六个原则。

这篇文章的发表，提出了胜任能力的概念，标志着胜任能力运动的开端，也为胜任力理论的诞生奠定了基础，随后掀起了人们对胜任力研究的热潮。

Ｚｅｍｋｅ（１９８２）认为：胜任力是个难以下定义的术语，因为这个问题不是来自其他方面，而是来自一些基本程序和哲学的不同。

从ＭｃＣｌｅｌｌａｎｄ最早提出胜任力定义开始，学者们又提出了许多不同的定义，但是至今学术界都没有一个统一的定义。

以下表是对各学者提出的胜任力定义的汇总。

表　胜任力定义汇总汇总上述众多学者对胜任力的定义，可以发现有的偏重特质，有的偏重行为，但这些不同定义都有一定的共同点：与特定工作相关，具有动态性；以绩效标准为参照；包含一些个人的特征，是个人潜在特性或行为，如：知识、技能、自我概念、特质和动机等。

２．胜任力模型的含义胜任力模型指的是担任某一特定任务角色所需要具备的胜任力的总和，它是胜任力的结构形式。

对于胜任力感到迷惑？一份胜任力模型的进化和应用评估毕业论文外文翻译

外文文献：Confounded by Competencies? An Evaluation of the Evolution and Use of CompetencyModelsLeanne H. MarkusPerformance Group International Ltd., AucklandHelena D. Cooper-ThomasDepartment of Psychology, University of AucklandKeith N. AllpressCentranum Ltd., AucklandOver the last ten years there has been a world-wide expansion in the use of competency models as a major underpinning of Human Resources (HR) strategy. The use of the competency approach is promoted by consultants and software vendors on the basis that this will improve both individual job performance and organizational effectiveness. Yet there is a substantial, and largely unquestioned, gap between the many claims and the actual benefits measurably delivered by competency initiatives. Industrial and Organizational (I/O) Psychologists are often involved in developing and implementing competency models, yet there is little research validating the approach. As scientist-practitioners, we should be concerned about this.This article will review the theoretical perspectives that have informed the competency movement, review our experience of the use of competency models in New Zealand, and critically examine the assumptions that underpin their use. The research that exists is reviewed with particular reference to the outcome measures used to substantiate the value of competency models. Finally we identify various research areas and questions that should clearly be investigated by I/O psychologists if they are to be involved in the promotion, development and implementation of competency models in an organizational setting.What is a competency? Three main approachesThe numerous published definitions can be grouped into three distinct approaches: educational standards, behavioral repertoires, and organizational competencies.1. The Educational Approach (The development of skills, achievement of standards, award of credentials)The modem competency movement originated from the educational discipline. In the US'competencies' were based on functional role analysis and described either role outcomes, or knowledge, skills and attitudes, or both, required for role performance, and assessed by a criterion, usually a behavioural standard. In the UK, industry bodies especially those requiring trades and technical skills, developed standards of occupational competence based on expected work outcomes (Fletcher, 1992). A 'competence' was defined narrowly as an action, behaviour or outcome to be demonstrated, or a minimum standard, with different levels of mastery defined by different statements (Bourke et al., 1975, Elam, 1971).2. The Psychological Approach- (Behavioural repertoires)In 1973 David McClelland, working in the educational field in the US, wrote a paper suggesting that personal competencies, which he defined as motives and personality traits, are a better means of predicting occupational success than traditional psychometrics such as IQ and aptitude tests.McClelland's work was to be enormously influential. Of particular interest was the idea that the factors or inputs associated with individual success could be identified, and then taught to others. McClelland and Boyatzis (1980) developed a methodology for identifying competencies, based on the skilled behavioural repertoires of recognised star performers within particular organisations. They defined competencies as "a generic body of knowledge, motives, traits, self images and social roles and skills that are causally related to superior or effective performance in the job." (p.369, italics added).3. The Business Approach (Organisational competencies for competitive advantage)The concept of competencies was taken up by business strategists in the late 1980s. Hamel and Prahalad (1989) advanced the idea of "Core Competencies" and "Capabilities". Their definition of core competencies as the "collective learning" of the organization has been much cited, and contributes to the current interest in "competencies" (Shipmann et al., 2000). Thus Sparrow (1995) suggests that practitioners should aim at defining "higher level" future oriented organisational competencies.What are the potential benefits of the Competency approach?Performance benefits are promised by the various definitions which include the causal or instrumental relationship of competencies and job performance (Boyatzis 1982) and competencies and organisational performance. (Organ, 1988; Hamel & Prahalad, 1989).In addition, Sparrow (1995) has observed that the competency literature includes a hugerange of claimed benefits specific to HR processes in organisations. In summary, these are: • improved recruitment and selection practices through a focus on required competencies;• improved individual, organisational and career development programmes;• improved performance management processes due to improved assessment; and lastly • improved communication on strategic and HR issues through a common language.What is a competency model?Organizations adopting a competency approach must create or utilize a competency model, at minimum a simple list or catalogue, specifying desirable competencies. The structure of this model must support the use of competencies across the selected HR functions.Models designed for selection and educational purposes usually describe technical competencies in terms of their antecedent skills and knowledge, at a detailed level. Those designed to promulgate behavioural repertoires and citizenship behaviours or organizational competencies typically describe competencies at a much higher level. Regardless of approach, a competency model should provide an operational definition for each competency and subcompetency, together with measurable or observable performance indicators or standards against which to evaluate individuals.How do competencies link to other constructs used in I/O Psychology?As pointed out by Shippmann et al. (2000) competency modelling is a huge trend in HR. While job analysis focuses mainly at the individual level, examining the specific knowledge, skills, abilities and other attributes required for individual job performance, much competency modelling represents an attempt to identify dimensions of performance applicable to many different roles and situations. Relevant to this is the extensive literature in I/O psychology representing many decades of research into factors associated with both job performance and organizational effectiveness.O’Reilly and Chatman (1986) suggested that two distinct variables relate to job performance; firstly the in-role behaviours required in the job, and secondly prosocial behaviours which are not specifically prescribed in a particular role. Brief and Motowidio (1986) identified 13 aspects of prosocial organisational behaviour (POB) defined as behaviours aimed at promoting the welfare of other individuals or groups within the organisation. Prosocial behaviour is hypothesised to improve communications, job and customer satisfaction, and thereforeorganizational effectiveness. Aspects of both in-role and prosocial behaviours may be included within competency models. Organisational Citizenship Behaviour (OCB) is a similar construct which has spawned a considerable literature. Organ (1988) defined OCBs as individual behaviours, beyond that required in the role or job description, which, in the aggregate, contribute to organizational effectiveness.Similar to O’ Reilly and Chatman's model (1986), Motowidio et al. (1997) have identified two elements of overall job performance; task performance, and contextual performance. The latter is essentially the socialisation, application and effort required to facilitate task performance, and is equivalent to OCB (Organ, 1997). Motowidio et al. suggest that the activities involved in task performance are most likely to vary between roles, while those involved in contextual performance are often similar. Further, they propose that the antecedents or predictors of task performance are more likely to involve cognitive ability, while personality is more likely to affect contextual performance. Task performance includes the application of technical and task knowledge, and task habits, defined as characteristic responses to task situations (Borman et al 2001). Contextual performance includes behaviours and traits such as persistence and effort, volunteering, helping and cooperation, loyalty, policy and procedural compliance, endorsement and promotion of organisational objectives, initiative and self development (Borman & Motowidio 1997). The many generic competency models and catalogues emphasise aspects of contextual rather than task performance.Personality has also been related to job performance. The Five Factor Model of Personality includes a multidimensional factor of Conscientiousness, which describes aspects of effort and application (Anastasi 1997). This factor has been found to correlate with contextual performance, particularly in the aspect of Job-Task Conscientiousness, with overall performance across a wide range of jobs, (Tett and Burnett 2003), and with career advancement (Viswesvaran & Ones 2000). This raises the question of whether investment in extensive competency models, addressing primarily contextual performance, provides any incremental utility.The literature on organizational commitment distinguishes between three types of commitment, attitudinal commitment; belief in the organisation, instrumental commitment, given on the basis of perceived costs and benefits, and normative commitment, the result of socialisation procedures. (Mathieu & Zajac, 1990). This is relevant to the use of competency models to promote and reward behaviours which exemplify desired organisational values and core competencies.Perceived organizational support (POS) is the extent to which employees believe that they are valued by the organisation. It is related to organisational commitment, and job performance. Rhoades and Eisenberger (2002) found fairness to be the most important factor in POS, followed by supervisor support. Colquitt et al (2001) summarise the elements of organisational justice as consistency of treatment between individuals and over time, the absence of bias, the accuracy of information, conformance to current ethical standards, a voice for affected individuals and groups, and a mechanism to review and correct flawed decisions. It is therefore important that competency models used for assessment and performance appraisal purposes are perceived by employees as fair.How should competency models be implemented?In an attempt to quantify the quality of competency models, Shippman et al. (2000) proposed a 10 point level of rigor scale in establishing competency taxonomies from job or competency analysis. This covered effective data collection methods, competency descriptor development procedures and quality requirements, links to business strategy, validation procedures, and documentation.Attempts at model definition often canvas ideas from the wider organisation in order to create buy in. Since there are potentially many ways of defining and phrasing competencies, this can lead to a long drawn out costly process, with results subject to the Abilene effect - you get what no-one disagreed with, not necessarily the best definitions.The alternative, buying an off-the-shelf system, is likely to be cheaper up front, but may require ongoing effort from users to adapt it to fit their situation. Either way, once implemented, the competency assessment process carries a significant administrative burden, and organisations need to be assured that such investments are worthwhile.Yet there are major validity issues with the use of competency models, and as yet little evidence to support their claimed benefits.Issues with the Competency approach1. Construct validity- What is a competency- can a competency be operationalised so that it can be observed and measured?The aim of construct validity is to assess whether a measure of an individual trait or characteristic actually measures what it is meant to. As with many psychological constructs,there is no real world aspect of competencies (Cronbach & Meehl, 1955). Establishing construct validity therefore requires finding a suitable proxy criterion of the construct (Ghiselli, Campbell, & Zedeck, 1981). This is clearly a problem for competencies, with a number of studies documenting disagreement between managers, staff and even experts asked to categorise operational definitions of competencies, usually example behaviours (American Management Association, 2003; Horton et al., 2002). This also illustrates the difficulty in using competency models to communicate, promote and reward organisational norms.1a. Content and Face validity - are competencies credible in organisations?A major problem with the use of competency models is the lack of agreement on what is meant by the term 'competency'. Sparrow (1995) has suggested that the interchangeable use of the various competency approaches encourages organisations to "build and integrate HRM systems on a bed of shifting sand" (p. 168).So what should competency models comprise - that is, how can we be sure of their content and face validity? Content validity means that the descriptors of competencies are a representative sample of the universe of interest. Face validity means that the competencies themselves feel accurate and appropriate, as judged by their users. For any particular competency model, content and face validity are essentially subjective judgements. All those to whose roles they are applied are in a position to judge whether the competencies match their role. Thus content and face validity issues may arise despite the use of subject matter experts and regardless of how systematic information gathering methods may be.Hayes et al. (2000) argue that it may be impossible to break down a competency into an exhaustive list of elements. This suggests that competency models will always be incomplete. They cite examples of studies where managers have not been able to describe all the competencies required for a role. Certainly the few behavioural statements in most generic competency models could not be regarded as exhaustive.Associated with this is the difficulty in arriving at a suitable structure for a competency model. In defining competencies, Stuart (1983) highlights the trade off between universality and specificity, the bandwidth – fidelity problem, and between complexity and simplicity (see Table 1). Universal or generic competencies are those which are applicable across roles and organisations, whereas specific competencies are those particular to roles and organisations. Universal or generic competencies run the risk of being so broadly defined that they are not perceived by individuals as relevant. Competencies can be defined simply, as a headline plus afew sample behaviours, or they can be designed to cater for multiple levels of detail and mastery. While complex models permit more accurate communication of requirements, and evaluation, they can become an administrative burden.In practice, the universal or generic approach is the most commonly adopted. As an example Tett et al. (2000) attempted to identify and validate a "hyper dimensional taxonomy of managerial competence". The many proprietary generic competency catalogues, also corresponding to Stuart's (1983) universal competencies, typically include management and OCB factors. Many of these competencies are so broadly defined that they subsume a mix of personality factors, motivation and cognitive abilities (Bartram, 2004). In a recent international survey, of the 28% of larger firms which had a competency catalogue, almost half were using proprietary software with generic competency libraries (Metagroup, 2004). Yet the one size fits all approach of generic competencies is unlikely to be appropriate for organisations working with different settings, different products and different customers (Chiabaru, 2000). As Stuart (1983) suggested, the more simple and the more universal the competency model, the less the perceived relevance at the individual level.1b. Criterion validity – Can competencies be accurately measured?An associated issue is that many competencies, especially those related to contextual performance, are defined in very broad terms, and with few performance indicators. In these cases it is unlikely that accurate evaluation is possible. This has implications for perceptions of organizational justice (Colquitt et al 2001), and perceived organisational support (Rhoades & Eisemberger 2002) which impact employee commitment to the organisation.Apart from the inadequacy of measurement criteria, competencies are usually evaluated using self and supervisor ratings, and sometimes by peers as well. Thus, the assessment of competencies is likely to suffer from all the same reliability problems, such as rater bias, that the extensive literature records for performance appraisal in general (Fletcher, 2001).Yet accurate measurement of competencies is a key issue, especially when evaluations are used in pay for performance schemes. A major pre-occupation of organisations is to accurately discriminate between different levels of success in order to ensure that "top talent" feels valued and is rewarded appropriately. For example, Hunter et al. (1990) found that in complex roles such as professional services, individual output can vary by a factor as much as 12 to 1 between best and worst performers.Table 1. An illustration of competency modelling options using Stuart's (1983) framework2. V alidation of the competency modelA second major issue is the way that organisations have implemented competency models; that is adoption without validation (Shippman et al., 2000). Validation is important because competencies describe normative behaviours, behaviours the organization wishes to promote and develop to enhance organizational effectiveness.3. Predictive validity –do improved competencies predict improved individual Job performance and/or improved organisational performance?The third and major issue is the lack of evidence for benefits that result from adopting a competency approach. The underlying assumption of all competency initiatives is that individual skill development, exemplified by particular behaviours, will lead to improved job performanceand, in turn, organisational performance. Barrett and Depinet's (1991) review of the research into competency measurement provided little empirical support for McClelland's (1980) claim that competencies are better predictors of job performance than traditional psychometric tests of mental ability.Later Laber and O'Connor (2000) highlighted the lack of empirical research into the effectiveness of competency models. Our search of the literature reveals only a handful of studies investigating the link between competencies and objective job performance, leaving the situation largely unchanged four years later.One of the many criticisms of the competency movement is the implicit confusion of competency and job performance. We suggest that this confusion has arisen through the language associated with the competency movement; the confusion of behaviours, knowledge and personality traits which are inputs to the job, with results or outcomes, objective job performance. Thus competencies are assessed by "performance" of behaviours deemed to be criteria of competence/competency. Illustrating this confusion, Campbell (cited in Bartram, 2004, p.5) states "Performance is behavior. It is something that people do and is reflected in the actions that people take... Performance is not the consequence(s) or result(s) of action; it is the action itself (see also Hackett, 2002).This confusion of terminology has created an inherent circularity in the use of competency models. Competencies are identified using a variety of information gathering methods, behavioural criteria are defined, and then in the absence of objective measures of job outputs or performance, the subjective evaluation of the occurrence of these behaviours is assumed to equate to (job) performance and validate the competency construct itself. As an illustration, Mayer (2003) reports on a study examining whether health workforce competencies are predictive of essential service performance. He measured the relationship of self-assessed core competency levels and self-assessed service performance, defined as frequency of performance of public health Job tasks, at a US metropolitan health department. He found that competency level had only a very modest association with what are essentially service performance inputs.Hunter and Schmidt (1996) point out that there is little correlation between OCBs and objective output-based measures of individual job performance. However when supervisors estimate job performance, there is a high correlation between ratings of OCBs and their subjective ratings of overall job performance. They suggest this is because supervisors tolerate poor task performance in people with high levels of OCBs. Thus any association of genericcompetencies with job performance may be due to the weighting given by supervisors to OCBs (Johnson, 2001).外文文献译文：对于胜任力感到迷惑？一份胜任力模型的进化和应用评估琳恩H.马库斯海伦娜 D.库珀-托马斯凯斯N.奥普瑞斯在最近的十年间，作为人力资源策略的主要基础的胜任力模型的应用正在世界范围上扩张。

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 andEmpirical StudiesAbstractWestern 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 ModelsIt 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 StudyThe 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，thestudy would enrich Chinese HRD&HRM in the field of government administration and business management both theoretically and empirically.Research MethodThe 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.FindingsIn 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 CompetencyIn 1973，American scholar David C. McClelland published his paper Testing for Competency Rather Than Intelligence which cited a large amount of research findings to illustratethe 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 conceptualizedcompetency 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 ModelFew 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 differentqualities 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 ModelIn early 1970, top officials in U. S. Department of State believed that theirdiplomats' 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 StudiesEmpirical 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 moretalents. 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 TrendsDespite 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 DiscussionsIn 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。

胜任力模型研究-文献综述和实证研究毕业论文外文文献翻译及原文

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对于胜任力感到迷惑？一份胜任力模型的进化和应用评估毕业论文外文翻译

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