基于扎根理论的建设项目群经理胜任力模型构建

Competency model of construction program manager based on grounded theory

建设项目群的组织复杂性、环境不确定性等给建设项目群管理带来巨大挑战。建设项目群经理需要对快速变化的建设项目群实施进行灵活响应,因此,识别建设项目群经理胜任力结构维度并进一步提升建设项目群经理胜任力对提升建设项目群绩效、促进项目群管理成功具有重要作用。基于文献归纳和专家意见确定访谈提纲,通过对建设项目群经理的半结构化访谈收集原始资料,应用扎根理论质性研究方法和Nvivo 12软件对访谈资料进行质性分析,经过开放式编码、主轴编码、选择性编码和饱和度检验流程,提炼建设项目群经理胜任力的6个主范畴、21个初级范畴、48条初始概念,并据此构建建设项目群经理胜任力“雪花”模型。研究结果表明:建设项目群经理胜任力主要由“管理能力、沟通协调、职业技能、风险管控、抗压能力和人格魅力”等结构维度构成。其中,人格魅力是建设项目群经理胜任力的软实力,管理能力、沟通协调、职业技能、风险管控以及抗压能力是建设项目群经理胜任力的硬实力。建设项目群经理胜任力的结构维度相互关联、互相作用,共同影响建设项目群经理胜任力。研究结果可为建设项目群经理的选聘、培育、考核等提供指导。

The organizational complexity and environmental uncertainty of the construction program have brought huge challenges to the management of the construction program, and the construction program managers need to respond flexibly to the fast-changing implementation of the construction program. Therefore, identifying the competency structure dimensional of the construction program managers and further improving the competency of the construction program managers play an important role in improving the performance of the construction program and promoting the success of the program management. Based on literature summary and expert opinions, the interview outline was determined, and the original data were collected through semistructured interviews with construction program managers. The interview data were qualitatively analyzed using grounded theoretical qualitative research methods and Nvivo 12 software. 6 main categories, 21 primary categories, 48 initial concepts of the competence of construction program managers were refined after the process of open coding, main axis coding, selective coding and saturation inspection, and the “snowflake” model of construction program managers’ competence was constructed. It is found that the competency of construction program manager is mainly composed of six elements: “management ability, communication and coordination,professional skills, risk management and control, pressure resistance ability and personality charm”. Among them, “personality charm” is the soft strength of the construction program manager’ s competence, and“management ability, communication and coordination, professional skills, risk management and control, and pressure resistance ability” are the solidstrength of the competence of the construction program manager. The structural dimensions of the construction program manager’ s competence are interrelated and interact with each other, and jointly affect the competence of the construction program manager. The results of this paper would provide guidance for the selection, cultivation and assessment of construction program managers.