本研究旨在建構職能模式之評鑑項目，透過探討文獻建立職能模式的評鑑構面，透過德懷術問卷調查分析各個評鑑項目的重要性，同時綜合分析研究結果及提出建議，以作為未來企業評鑑職能模式效用之參考。
實施德懷術專家問卷調查階段，共計對德懷術專家12人，進行三回合的意見徵詢，最後經由德懷術問卷調查所得資料，以平均數、眾數及四分位差等統計方法進行分析。
本研究所歸納出職能模式的評鑑構面共有五個，「招募甄選」、「教育訓練」、「績效評估」、「生涯發展」與「人力資源規劃」。經過三回德懷術專家問卷施測後，依專家評定的重要程度及共識程度獲得研究結論如下：
一、招募甄選構面，結果有三項屬於非常重要之項目，二項屬重要之項目。三項非常重要之項目如下，1.新進員工的能力與職務需求的「符合度」，2.新進人員一年內的「流動率」，3.新進人員試用期的「留任率」。
二、教育訓練構面，結果有一項屬於非常重要之項目，11項屬重要之項目，非常重要之項目內容為教育訓練成果評估的目標「明確性」。
三、績效評估構面，結果有一項屬於非常重要之項目，七項屬重要之項目，非常重要之項目內容為主管對員工績效表現的「回饋程度」。
四、生涯發展構面，結果有二項屬於非常重要之項目，四項屬重要之項目。二項非常重要之項目如下，1.員工對欲接班的職務所需能力之「明確程度」，2.公司能評鑑出高潛在績效人員的「比率」。
五、人力資源規劃構面，結果有一項屬於非常重要之項目，五項屬重要之項目。非常重要之項目內容為工作設計明確性：職務與工作內容能互相搭配。
最後，本研究依據研究結論提出建議，大致上分為下列兩大類：
一、三點對企業界之建議，1.優先考慮達「非常重要」程度的項目，2.量化項目與質化項目相互應用，3.配合適當的評鑑方法。
二、五點對後續研究之建議，1.進行深度訪談了解其原因並進行修正。2.增加不同背景的德懷術專家。3.探討學界是否與業界所重視之項目一致。4.針對個案公司進行實驗研究。5.建立合宜的評鑑模式與評鑑方法。

Abstract
This study aims to establish the assessment items of competency model. For consulting references and applying the questionnaire of Delphi technique, the dimensions and the importance of each assessment items has been demonstrated and analyzed by the researcher to arrive at a conclusion as offering a future reference resource in the effectiveness of the enterprise competency models.
The “Delphi Technique Expert Questionnaires” were circulated to twelve professionals in Delphi Technique as being examined and revised in the three-round-survey for proposing the formal questionnaire. Thereafter, the statistical methods, such as mean, mode, and quartile were used to analyze the collected results of the formal questionnaires in this research.
There are five dimensions of assessment items in competency model, which is “Recruiting and Selection”, “Training Development”, “Performance Appraisal”, “Career Development”, and “Human Resource Planning”, has been concluded by this research. Moreover, the conclusive analyzed results of these five dimensions were shown separately as below.
First, on the dimension of “Recruiting and Selection”, there were three items, “the level of fit with a new employee’s ability and the requirement of the job”, “the flow rate of new employees within the first year”, “and the perpetuation rate of new employees on probation”, meeting the “very important” scale; besides, another two items meeting the “important” scale.
Secondly, on the dimension of “Training Development”, “the tangibility of the evaluation of the goal of the training” met the “very important” scale; otherwise, another eleven items belonged to the “important” scale.
Thirdly, on the dimension of “Performance Appraisal”, “the level of feedback about an employee’s performance from his/her superintendent” met the “very important” scale; in addition, seven other items belonged to the “important” scale.
Fourthly, on the dimension of “Career Development”, there were two items, “The staff wants the duty which takes over to need ability it “to be clear about the degree”. The other one, “the ratio of that the company can assess potential employees”; four other items meeting the “important” scale.
Fifthly, on the dimension of “Human Resource Planning”, the results shows one very important item, “the specificity of the work content design, which means whether the title and content of work can be matched or not”, was referred to the very important scale; five other items belonged to the “important” scale.

Conclusively, this research reveals two directions for the future direction of the enterprises and the follow-up research.
For the enterprises, the “very important” items should be first considered; additionally, quantitative and qualitative items should be correlated with an appropriated evaluation method.
As for the follow-up research, the deep interviews should be held for pursuit of the actual reasons, and the more different backgrounds of Delphi technique experts should be invited to testify the accordance with the academic and piratical fields, yet a case study should be made to an individual company to establish appropriated assessment items and methods.

Keywords：Competency 、Competency Model、Assessment Items、
Delphi Technique

一、中文文獻
方世榮（2001）。現代人力資源管理。台北：華泰。
王文科（1995）。教育研究法。台北：五南。
古秀華（2003）。人力資源管理措施對人力資源管理績效之影響。國立中央大學人力資源管理研究所碩士論文。
何永福、楊國安（1995）。人力資源策略管理。台北：三民。
吳秉恩（1999）。分享式人力資源管理。台北：翰蘆。
宋其玲（2001）。人力資源管理方法、組織策略及執行能力對組織績效之影響。中原大學企業管理研究所碩士論文。
李元墩（2000）。台灣高科技人力資源管理效能衡量研究之初探。長榮學報，3(2)，35-49。
李元墩、趙必孝、許恒勝（1998）。企業環境、人力資源管理者才能、人力資源管理效能與經營績效相關性之研究。長榮學報，2(2)，23-45。
李元墩、蔡東峻（1999）。人力資源管理效能與組織績效關係之研究-以台灣高科技產業為例。長榮學報，3(1)，65-81。
李芳齡（譯）（2002）。David D. Dubois, Ph.D.著。績效躍進-才能評鑑法的極致運用（Competency-Based Performance Improvement : A strategy for Organizational Change）。台北：商周。
李誠（編）（2002）。人力資源管理的12堂課。台北：天下文化。
李聲吼（1997）。人力資源發展。台北：五南。
林子靖（2003）。人力資本、六標準差管理與人力資源管理效能關係之研究。長榮大學經營管理研究所碩士論文。
林億明（2002）。團隊導向的人力資源管理實務對團隊知識分享與創新之影響－社會資本的中介效果。東吳大學企業管理學系碩士論文。
邱桂珍（1997）。人力資源管理績效衡量指標。國立成功大學工業研究所碩士論文。
洪榮昭（1995）。人力資源管理。台北：哈佛企管。
高英訓（2004）。軟體開發人員績效指標建構之初探。國立臺灣師範大學工業科技教育研究所碩士論文。
康雅菁（2000）。企業人力資源發展專業人員擔任內部顧問專業能力之研究。國立臺灣師範大學工業科技教育研究所碩士論文。
張火燦（1996）。策略性人力資源管理。台北：揚智。
張佃富（1999）。教育政策與行政—指標發展與應用。台北：師大書苑。
張春興（1989）。張氏心理學辭典。台北：東華。
張裕隆（2001）。管理才能測驗發展及信效度分析。應用心理學，10(1)，65-95。
張緯良（譯）（1994）。Dessler著。人力資源管理。台北：華泰。
陳亮妘（2002）。國民中小學體育評鑑指標建構之研究。屏東師範學院國民教育研究所碩士論文。
陳孟謙（1998）。企業策略、人力資源策略、人力資源管理效能與組織績效關係之研究-以台灣高科技產業為例。國立成功大學企業管理研究所碩士論文。
陳哲彥（1998）。人力資源管理與組織績效之關係。中山大學人力資源管理研究所碩士論文。
陳淑貞（2004）。我國國會助理專業能力分析之研究。國立臺灣師範大學工業科技教育研究所碩士論文。
陳雯婷（2002）。虛擬團隊關鍵成功因素之研究。國立臺灣師範大學工業科技教育研究所碩士論文。
曾美惠（2002）。人力資源專業職能對組織績效之影響-以人力資源管理活動為中介變項。國立中央大學人力資源管理研究所碩士論文。
游靜秋（1997）。台灣地區環境品質指標建構之研究。國立台灣大學環境工程學研究所碩士論文。
黃英忠（1997）。人力資源管理。台北：三民。
黃家齊、顧萱萱（1999）。人力資本投資與組織績效。一九九九海峽兩岸財經與商學研討會論文集，385-400。
楊尊恩（2003）。職能模式在企業中實施之現況調查。國立中央大學人力資源管理研究所未發表論文。
楊睿杰（2004）。職能模式與人力資源發展策略關係之研究。國立臺灣師範大學工業科技教育研究所碩士論文。
廖梅利（2004）。銀行業理財規劃人員所需能力之研究。國立台灣師範大學工業科技教育研究所碩士論文。
劉明奎（1996）。人力資源部門績效指標建構之研究。東海大學企業管理研究所碩士論文。
蔡惠瑜（1999）。台灣體育館指標之建立及其應用。輔仁大學應用統計研究所碩士論文。台北。
鄭燊隆（2002)。網際網路品質指標建構之研究－以一般系統理論為觀點。清華大學科技管理研究所碩士論文。
盧佩易（2000）。人力資源部門績效評鑑量度要項確認之研究。國立台灣師範大學工業科技教育系碩士論文。
戴淑芬（2000）。運用核心職能於選才工具之發展-TTT公司之選才工具發展專案。元智大學管理研究所碩士論文。
謝煒頻（2000）。台灣企業人力資源管理效能衡量模式建構與實證之研究。長榮管理學院經營管理研究所碩士論文。
簡茂發、劉湘川（1993）。電腦會議式大慧調查法及其在教育上之應 用。資訊與教育月刊，35，6-11。
藍美貞、姜佩秀（譯）（2001）。Robert Wood and Tim Payne著。職能招募與選才（Competency-Based Recruitment and Selection）。台北：商周。
魏梅金（譯）（2002）。Lyle M. Spencer, Jr., PhD and Signe M. Spencer著。才能評鑑法-建立卓越績效的的模式（Competence at Work Models for Superior Performance）。台北：商周。
二、英文文獻
Baird, L., & Meshoulam, I.（1988）. Management two fits of strategic human resource management. Academy of Management Review, 13(1), 116-128.
Blancero, D., Boroski, J. & Dyer, L.（1996）. Key competencies for a transformed human resource organization: Results of a field study. Human Resource Management, 35(3), 383-403.
Boyatzis, R.E.（1982）.The Competence Manager： A Model for Effective Performance. New York: John Wiley & Sons.
Byham, W.C., & Moyer,R.P.（1996）.Using competencies to build a successful organization. Development Dimensions International.
Cuttance, P. F.（1990）. Performance indicators and the management of quality in education. Keynote address prepared for the 3rd National Conference on Indicators in Education. Canberra.
Dalton, M.（1997）.Are competency models a waste? Training & Development, 51(10), 46-49.
Delbecq, A.L., Van de Ven, A.H., & Gustafson, D.H. (1975). Group techniques for program planning: a guide to nominal group and Delphi processes. Glenview, IL.: Scott Foresman and Co.
Dessler, G.（1999）.Essentials of Human Resource Management. New Jersey: Prentice Hall.
Faherty（1979）.Continuing social work education:Results of a Delphi survey.Journal of Education for Social Work,15（1）,12-19.
Fombrun, C. J., Tichy, N. M. & Devanna, M. A.（1984）. The Human Resource Management Audit,” Strategic Human Resource Management. New York: Wiley.
Gomez-Mejia, L. R.（1988）. Evaluating Employee Performance: Does the Appraisal Instrument Make a Difference? Journal of Organizational Behavior Management. 9(2), 155-172.
Hayes, J.L.（1979）. A new look at managerial competence: The AMA model of worthy performance. Management Review, 68(11), 2-3.
Hiltrop, J. M.（1996）. A framework for diagnosing human resource management practices. European Management Journal, 14(3), 243-254.
Hiltrop, J. M.（1996）.The Impact of Human Resource Management on Organizational Performance: Theory and Research. European Management Journal, 14(6), 628-637.
Huselid, M. A.（1995）.The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
Huselid, M.A.（1995）.The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
Huselid, M.A.; Jackson, S.E ; Schuler, R.S.（1997）.Technical and strategic human resource management effectiveness as determinant. Academy of Management Journal, 40(1), 171.
Jackson, S. E. & Schuler, R. S.（1995）.Understanding human resource management in the context of organizations and their environments. Annual review of psychology, 46, 237-264.
Jackson, S., & Schuler, R. S.（1987）. Linking Competitive Strategies With Human Resource Management Practices. The Academy of Management Executive, 1(3), 207-219.
Johnstone, J. N. (1981). Indicators of education systems. Paris, Kogan Page: Unesco.
Kerlinger, F. N. (1986). Foundations of behavioral research. New York : Holt, Rinehart and Winston.
Kochanski, J.T.（1997）. Competency-Based Management. Training & Development, 51(10), 41-44.
Kochanski, J.T., & Ruse, D. H.（1996）. Designing a competency-based human resource organization. Human Resource Management, 35(1), 19-34.
Ledford, G. E., Jr.（1995）. Paying for the skill, knowledge, and competencies of knowledge workers. Compensation and Benefits Review, 27(4), 55-62.
Linston, W. H., & Turoff, M. （1975）. Introduction. In Linstone, H. A. & Turoff, M.(Eds.), The delphi method: Techniques and applications. Reading,MA: Addison-Wesley.
Lucia, Anntoinette. & Richard Lepsinger.（1999）. The Art and Science of Competency Models, Jossey-Bass.
McClelland, D. C.（1973）. Testing for competence rather than for intelligence. American Psychologist, 28(1), 1-24.
McLagan, P. A.（1980）. Competency Models. Training & Development, 34(12), 22-26.
McLagan, P. A.（1983）. Models for Excellence. D. C.：The American Society for Training and Development.
McLagan, P.A. （1996）. Great ideas revisited: Competency models. Training &Development, 50 (1), 60-64.
Milkovich, G. T. & Boudreau, J. W. （1994）. Human resource management 7th. Illinois: Richard D. Irwin.
Murry J. W., & Hammons, J. O. (1995). Delphi: A versatile methodology forconducting qualitative research. The Review of Higher Education,18(4), 423-436.
Noe, R. M., Mondy, R.W., & Premeaux, S.R.（2001）.Human Resources Management, 9th. New Jersey: Prentice-Hall.
Pfeffer, J.（1994）. Competitive Advantage Through People: Understanding the Power of Work Force. Boston: HBS Press.
Schuler, R. S.（1992）. Managing human resources, 4th. Minnesota：West.
Schuler, R. S.（1992）. Strategic human resources management: linking the people with the strategic needs of the business. Organizational Dynamics, 21(1), 18-31.
Schuler, R. S.（1996）. Human Resource Management, 5th. New York: West Publishing.
Schuler, R. S., & Jackson, S. E.（1987）. Linking competitive strategies with human resource management practices. Academy of Management Executive, 1(3), 207-219.
Schuler, R. S., & MacMillan, I. C.（1984）. Gaining competitive advantage through human resource practices. Human Resource Management, 23(3), 241-256.
Sherman, Bohlander, & Snell.（1996）. Managing Human Resources 10th. Ohio: South-Western College Publishing.
Shippmann, J. S., Ash, R. A., Battista, M., Carr, L., Eyde, L. D., Hesketh, B.,Kehoe, J., Pearlman, K., Prien, E. P., & Sanchez, J. I. （2000）. The practice of competency modeling. Personnel Psychology, 53(3), 703-740.
Snell, S. A., & Dean, J. W., Jr.（1992）. Integrated manufacturing human resource management: A human capital Perspective. Academy of Management Journal, 35(3), 467-504.
Spencer, L. M., & Spencer, S. M.（1993）. Competence at work: Models for superior performance. New York: Wiley.
Tichy, N., Fombrun, C. & Devanna, M.（1982）. Strategic human resource management. Sloan Management Review, 23, 47-60.
Tsui, A. S.（1987）. Defining the Activities and Effectiveness of the Human Resource Department: A Multiple Constituency Approach. Human Resource Management. 26(1) 35-69.
Ulrich, D. O.（1992）. Strategic and human resource planning：Linking customers and employees. Human Resource Planning, 15(2). 47-62.
Ulrich, D.（1997）. Measuring Human Resources: An Overview of Practice and a Prescription For Results. Human Resource Management, 36(3), 303-320.
Ulrich, D., Brockbank, W. & Yeung, A.K.（1989）. Beyond Belief: A Benchmark for Human Resources. Human Resource Management, 28(3), 311-335.
Ulrich, D., Brockbank, W., Yeung, A.K.& Lake, D.G.（1995）. Human Resource Competencies: An Empirical Assessment. Human Resource Management, 34(4), 473-495.
Yeung, A. K.（1996）. Competencies for HR professionals: An interview with Richard E. Boyatzis. Human Resource Management, 35(1), 119-131.
Yeung, A.K.（1997）. Introduction: Measuring human resource effectiveness and impact. Human Resource Management. 36(3), 299-302
Yeung, A.K., Berman, B.（1997）. Adding value through human resources: Reorienting human resource measurement to drive business performance. Human Resource Management. 36(3), 321-335.
Youndt, M. A., Snell, S. A., Dean, J. W., & Lepak, D. P.（1996）. Human Resource Management, Manufacturing Strategy, and Firm Performance. Academy of Management Journal, 39(4), 836-866.