ASystemDynamicsSimulationAnalysisoftheInfluencingFactorsofCoalmineSpecialOperators’CompetencybyTrainingDengHong-binSchoolofBusinessAdministrationLiaoningTechnicalUniversityHuludao,Chinadhb_118@163.comGaoTao-liSchoolofBusinessAdministrationNortheasternUniversityShenyang,Chinasophyer66@163.comDengXiao-liDepartmentofAdultEducationYexianVocationalTrainingCentrePingdingshan,Chinadxl_1225@126.comAbstract—BasedontheSystemDynamicstheoryandthecausalityofthefactorsinfluencingcompetencyofminespecialoperators,thispaperestablishedadynamicsimulationmodelofTrainingfunctionontheInfluencingFactorsofminespecialoperators’Competency.Thestudiesshowed,underthesametraininginputs,copingcapacity,senseofsecurityresponsibility,andself-managementskillshavemorevisiblerole.Besides,theadjustmenttimeoftrainingalsoshowedsignificanteffect.Theresultmayprovideanewtheoreticalfoundationforpromotionstrategyofcoalminespecialoperators’competency.Keywords-SystemDynamics(SD);Specialoperatorsofmine;Competency;Influencingfactors;SimulationanalysisI.INTRODUCTIONSpecialoperatorsofminehaveanimportantroleoncoalminesafety.Specialoperatorsofminearedefinedasskilledworker,whoareengagedinspecialworkincoalmine,suchasblasting,gasinspection,controlcoal-winningmachineandsoon.Fromcoalminingkeywordspersonalaccidentstudy,comparedwiththegeneralmining,specialoperatorshaveahigherprobabilityofaccidents,andhaveagreaterperniciousness.Theroleofsafetyperformanceislimitedthatjustfocusingontheprofessionalknowledgeandskillstraining,assessmentandhealthchecksofcoalminespecialoperators.Therefore,duringthestudyon"human"factorsofcoalminesafetyaccidentpreventionprocess,theresearchshouldfocusonstrengtheningthesafetymanagementofspecialoperators,andadopteffectivemeasurestoimprovetheircompetenceinthework.InChina,coalminesforsafetymanagementofspecialoperationsmostlyremainedatthepre-jobtrainingandcertificates.Competencyreferstothedeep-seatedfeaturesthatdistinguishexceptionalachieversandmediocrityinacertainwork.Anditisincludingthreeareas:in-depthfeatures,causallinkandrefertothecriterion[1].Basedonthemanagerabilityresearch,competencetheorybecomematureandproducesanumberofgenericcompetencemodels.Boyatzis(1982)believethatthecompetencymodelofmanagersincludinggoalsandoperationsmanagement,leadership,humanresourcemanagement,skillsfordirectionunderling,specialknowledge[2].Spencer,LMandSpencer,SMfoundthatdistinguishcompetencebetweengoodentrepreneursandthegeneralliesinachievement,personalmaturity,leadershipandcontrol,etc.,andbuildfivegeneralcompetencymodels,includingsalestaffs,communityservicepersonnelandsoon[3].Andthesubsequentresearchgraduallyaddedsomeenvironmentalfactors[1].ShiKan(2002)exploredtheseniormanagerscompetencymodelofChina'stelecommunicationsindustry[4],gotasimilarmodelwithwesternmanagers.InChina,itisthefirsttimevalidatedcompetencyevaluationisamorecomprehensivedistinguishoutstandingmanagersfromgeneral.Subsequently,scholarspaymoreattentiontospecificoccupationalareasandtheirspecialcompetence.Forexample,ShiKan(2004)concludedthattheauthority-orientedandbenevolencearetheuniquecompetenceoftopmanagersofChinesefamilybusiness[5].HeBin(2004)adoptthecompetencetheoryandmethod,discussedthetrainingneedsanalysistheoryandapplication,emphasizingthekeycharacteristicsofgoodemployees,andbuildacompetencymodelswhichbasedontrainingneedsanalysis[6].ZhuGuofeng(2004)builta...
