Research On The Competency Model Of Grass-Roots Human Resources Administrators In Chinese Enterprises

Competency comes from the Latin word "Competere". In 1973, the world-famous psychologist McClelland of Harvard University firstly introduced the concept of competency, and, it becomes the critical issues recently.Throughout the academic literature, however, people have paid more attention to mid-level and high-level human resource administrators; the academic literature about grass-roots human resource administrators is very few.Through the use of a number of research methods, such as literature, interviews, survey method, behavioral events and analysis of the position requirements of grass-roots human resources administrators, the recruitment advertising of grass-roots human resources administrators in Chinese enterprises and the questionnaire of grass-roots of human resources administrators, I establish the Competency Model of grass-roots human resources administrators in Chinese enterprises.The main conclusions in this thesis include:Firstly, there are differences between grass-roots human resource administrators and high, mid-level human resource administrators about competency in Chinese enterprises. It includes forty-one items, which can be divided into six dimensions, namely achievement and action, assistance and services, management and training, recognition knowing and thinking, personal effectiveness, and other features and capabilities.Secondly, from the angles of factor loading, the grass-roots human resources administrators and analysis of the relationship between the overall performance and the separate competency, we can see there is an obvious level feature, so we can establish the Competency Model of grass-roots human resources administrators in Chinese enterprises.Thirdly, by using mathematical model methods, we can obtain the scoring formula of the overall performance about the grass-roots human resource administrators in Chinese enterprises.Fourthly, the grass-roots human resources administrators can award the importance of competency, and can enhance their competency by using the competency model of grass-roots human resources administrators in Chinese enterprises. Fifth, both the competency model of grass-roots human resources administrators and the scoring formula of the overall performance are effective in helping the grass-roots level of human resources administrators to improve the job analysis, recruitment, training, performance and remuneration, and other aspects of the human resource management work in Chinese enterprises.