In overseas, Emotional Intelligence (EI) is a very important topic in Human Resource Management. It is important as EI is the major factor in a person¡¦s thoughts, motive, willingness and actions. EI is a key factor for a person¡¦s achievement. If an organization is lacked of the capability in EI management, the organization will reduce its internal relation, hence reduced in its efficiency. In the globalization environment, to prolong the advantages and compete in the market, globalize human resource management strategy based on the competency being created. As thus, Competency Models application makes all activities inside the organization more efficient. The employee could be placed on the appropriate task, creating the best human resource in the organization. The purpose of the human resource management activities, are to suit the organization performance goals and market competing strategies. If the job competency management technique could be enhanced, not only it could help to strengthen the organization human resource capital, increase the human resource capability to meet the organization mission and performance goals. This thesis is to study on the relationships between the Emotional Intelligence, Competency and Human Resources Management Activities, with the Company P as case study. Using questionnaire directed to the P Company staffs registered in the Competency Database. The Chinese Questionnaires are translated from the literatures and the interviewing of the company management staffs, using the Attitude Index of the Core Competency and leadership Competency in the Competency Dictionary. In the study, a total of 427 questionnaire papers been released, with the 195 papers of them received. Effective Collection Rate is 45.67%. After the Factor Analysis, Reliability Analysis, Correlation Analysis and Multiple Regression Analysis, following are the important findings from the study. 1. Distinct Emotion has a positive effect to the core competency and leadership competency. 2. Emotional recovery capability and core competency has negative effect. 3. Core competency and leadership competency are having positive correlation to the Human Resource Management activities in Recruitment, Succession Planning, Performance Management, Training & Development and Competency Models achievement. 4. Leadership Competency is having a positive correlation to the Human Resource Management activities achievement. 5. Competency could be a bridge for the Emotional Intelligence and Human Resource Management activities. Competency has mediating effect between the Emotional Intelligence and Human Resource Management activities.

When the global financial crisis struck, the economic downturn, the phenomenon of lay-offs continue, the survival of enterprises and the problems faced by employees¡CPeople have lost confidence in the leaders .The subject of talent issues become into a business topic. What are the specifications of talent ? What can be predicted effectively work or context or the reference standard for outstanding workers? Some scholars have pointed out the competency can provide as media between strategy and human resource management activities. Data from the study found the area of Taiwan's current competency are concentrated in certain special duties, management level or scale of the establishment of specific Competency, but Competency for the business development background, pre-assessment, the import process, human resource practice, as well as assessment of the overall study is considerable proportion of the minority. Therefore this study were funded with the field of human resource, associations and consultants recommend the practice of competency or the effectiveness of a reputation for a sample case study. Through the practical application of business competency to explore and understand each case whether there is common or similar factors, and the implementation , application, conversion and other experience sharing, research and development competency in order to promote the practical value of the field and help those are interested in the future or into the competency of the difficulties now facing into the direction of the business guidelines. The results of this study show that: 1. Cases of human organizations in general are facing the issue of restructuring. Organizations in response to changes in the external environment, which are facing rapid growth or a merger of human re-engineering issues, have decided to choose the competency to solve the issue of talents in short-term or long-term planning of human resources. 2. For handling competency project, the input and investment to the human resources executives, depending on the support of chief executive in charge of the attention the extent of funding, communication objects and into the depth of the breadth of the scale, but with the company scope are not directly related to the scale. 3. The construction of the core competency and managerial competency model is used to the majority of cases , the main way to construct is carrying out a large number of interviews and meetings to high-level consensus. 4. The implementation of competency could be divided into the promotion of nature and linkage of human resource system. Comprehensive approach would be funded by the people planning the internal marketing activities, training activities to experience the competency carried out to collect examples of behavior sample to promote the human resource system. 5. Competency in the recruitment selection, training and evaluation of all cases of the competency generally used in surface structure, showing the practical application of these three is also the most popular. Career development and successors funded in comparison to others used less practical. One of the Consultant is the only one among the of the sample which adopts the competency-based payment. 6. The feedback Competency of the effectiveness of the use of a wide range of dimensions can be quantified in practice get a small number of indicators, such as improved retention rates or a decline in turnover rate, or most other acts of bias and cultural face and the impact surface. 7.Through the implementation, the general reaction feedback from staff are normally in ifficulty of the recognition and identification, even in the assessment took place with the staff in charge of the issue of cognitive differences. Cases suggested that a solution can be sustained and effective marketing activities or competency of the depth of training experience to lead the communication stage. 8. The support of executives of all companies surveyed unanimously agreed that an important key factor. Most other cases the company generally agreed that there are the success factors: choice of the competency of the application of tools and consultancy firms, as well as easy to understand the behavior described in the follow-up to facilitate communication, as well as HR need to have a good attitude and can adhere to the communication, continuous input and implementation. View from the case studies ,link the competency model to the human resources function, we can see based on the concept of competency has been greatly to replace the traditional job-based human resources management activities. Keywords: Competency, Competency model, Competency assessment, Human resource management activities

Šio tiriamojo darbo tikslas yra išanalizuoti ir apibrėžti personalo valdymo veiklų (toliau – PVV), joms atlikti taikomų metodų bei jų subjekto teorinius aspektus, ištirti PVV situaciją Lietuvos organizacijose, teikiančiose paslaugas žmonėms su proto negalia lyginant ją su PVV atliekamomis organizacijoje, teikiančioje tokio paties pobūdžio paslaugas labiau ekonomiškai išsivysčiusioje šalyje, įvardinti problemiškas PVV sritis Lietuvos organizacijose ir pateikti konkrečius projektinius sprendimus. Tiriamojo darbo pirmoje dalyje nagrinėjami personalo valdymo (toliau PV) teoriniai aspektai, pateikiama PVV samprata ir PVV subjektas. Antroje dalyje, pasitelkiant palyginamąją analizę, nagrinėjamos personalo valdymo veiklos (sutrumpintai PVV) Kauno neįgaliojo jaunimo užimtumo centre (toliau – KNJUC), Vilijampolės vaikų ir jaunimo pensionate (toliau – VVJP) (Kaunas), Kauno vaikų abilitacijos centre (toliau – KVAC). Pateikiama PVV situacijos palyginamoji analizė šiose organizacijose bei apibendrinti anketinės apklausos rezultatai. Trečioje darbo dalyje įvardijamos pagrindinės PVV probleminės sritys Lietuvos organizacijose ir jų sprendimo būdai, apimantys personalo planavimo, adaptavimo, vertinimo, judėjimo valdymo ir karjeros planavimo, ugdymo bei atlygio už darbą veiklų tobulinimą, subjekto pasirinkimo alternatyvos. / The goal of this Master’s paper work is to analyse and provide the definition of the Human Resource Management (HRM), Human Resource Management Activities HRMA), methods used to implement them and theoretical aspects of the subject, in Lithuanian organizations, providing services for people with mental disabilities, by comparing them to a similar organization in more economically developed country, to name the problematic areas of HRM in Lithuanian organizations and to provide with the concrete solution projects. Theoretical aspects of HRM, HRMA, methods and subject are analyzed and defined in the 1st part of this Master’s paper work. Generalized results of the inquiries on the HRM, HRMA and its subject in Kaunas Day Centre for Disabled Youth (KDCDY), Vilijampolės Children and Youth Boarding - School (VCYBS), Kaunas Adaptation Center for Children with Autism Syndrome (KACCAS) and comparative analysis with HRM, HRM and its subject in Sunbeam House Services, Ireland (SHS) are provided in the 2nd part of this paper work. The 3rd part of this paper work is intended to name the main problematical areas of the HRM, HRMA in KDCDY, VCYBS, KACCAS and to provide with the concrete solution projects. The solution projects are designed for the following HRMA improvement: human resource planning, adaptation, appraisal, movement and career planning, training and development, remuneration.