An Research On Competency Model Of Middle-level Managers Of Retail Enterprise

In recent years, under the influence of the development trend of the industry and electronic business, the retail industry transition has become inevitable, which puts forward higher requirements on the retail industry human resource system. Especially the middle management group, as the mainstay of the management team in enterprise, and they are important bridge and link between the company’s senior management and the basic management, their management level and their quality and ability is largely determine the execution of company strategic decision and team stability. Competency is a new management concept developmented in the early 70’s of the twentieth Century, it is used to describe the potential characteristics and the external behavior of people who obtain excellent performance at work. This study selected the middle-level managers of LB retail enterprise as the research object to make empirical explored research, used Strategic and cultural interpretation, the benchmark for the control, behavior event interview, focus group discussion and questionnaire survey methods to explore the competency model of middle-level managers of retail enterprises. From the combination of theoretical and empirical point of view, the study discusses what competency elements the middle-level managers of retail enterprise should have to achieve excellent performance, and established the competency model of middle-level managers of retail enterprises. The results show that, the competency model of middle-level managers of retail enterprises includes 3 factor structures and 15 dimensions:leadership model (influence, decisiveness, foresight), core competency model of all the members (integrity, dedication, team building, innovation and learning, crisis consciousness, interpersonal communication, service consciousness, execution the overall view, sequence), professional competency model (management planning, market sensitivity, professional ability). The results of this study can provide reference and basis for middle-level managers of LB retail enterprise to do the human resources work such as personnel selection, training and development. At the same time, because of the high homogeneity requirements of industry characteristics on managers, the results of this study can also be used by other human resources colleagues of retail enterprises.