基于勝任力的甄選測(cè)評(píng)體系設(shè)計(jì)

人力資源字?jǐn)?shù):27359,頁數(shù):47  本篇論文包含任務(wù)書,開題報(bào)告,論文,文獻(xiàn)綜述,外文翻譯,等   論文編號(hào):RL032

目錄
一、緒論................................................ ...1
（一）研究的背景和意義 .....................................1
（二）研究的主要思路和方法..................................2
二、理論綜述 ...............................................3
（一）招聘甄選的理論概述....................................3
（二）勝任力概述............................................3
1、勝任力的含義.............................................3
2、勝任力模型的定義.........................................4
（三）人事測(cè)評(píng)方法的介紹....................................4
1、人事測(cè)評(píng)的含義 ..........................................4
2、常用測(cè)評(píng)方法比較........................................ 5
三、寧鄉(xiāng)制衣公司的現(xiàn)狀 .................................... 7
（一）寧鄉(xiāng)制衣公司的概況..................................  7
（二）寧鄉(xiāng)制衣公司的組織結(jié)構(gòu)................................8
（三）寧鄉(xiāng)制衣公司的發(fā)展戰(zhàn)略 .............................. 8
（四）勝任特征應(yīng)用于人才測(cè)評(píng)中的作用與意義................. 8
四、基于勝任力的員工甄選測(cè)評(píng)——以財(cái)務(wù)部門為例 ........... 10
（一）基于勝任特征人才測(cè)評(píng)的程序.......................... 10
（二）會(huì)計(jì)人員 ............................................10
1、崗位說明書..............................................10
2、會(huì)計(jì)人員勝任力模型......................................10
3、確定測(cè)評(píng)指標(biāo)體系 .......................................11
4、制定素質(zhì)測(cè)評(píng)方案........................................14
5、對(duì)測(cè)評(píng)方案的檢驗(yàn) ...................................... 16
6、實(shí)施測(cè)評(píng) ...............................................19
（三）財(cái)務(wù)經(jīng)理 ............................................19
1、崗位說明書 .............................................19
2、財(cái)務(wù)經(jīng)理勝任力模型......................................19
3、確定測(cè)評(píng)指標(biāo)體系 .......................................19
4、制定人員素質(zhì)測(cè)評(píng)方案 ...................................21
5、對(duì)測(cè)評(píng)方案的檢驗(yàn)........................................22
6、實(shí)施測(cè)評(píng) ...............................................26
五、實(shí)施效果跟蹤分析...................................... 27
六、結(jié)論 ................................................. 28
致謝.....................................................  29
參考文獻(xiàn).................................................  30
附錄................................................. .... 32

摘要
勝任特征是20世紀(jì)70年代初期興起于美國(guó)的一個(gè)管理概念，它是用來表征那些個(gè)體所擁有的導(dǎo)致其在某個(gè)崗位或職位取得優(yōu)秀績(jī)效的潛在特征的術(shù)語。通過勝任力分析來對(duì)人才資源進(jìn)行有效管理和使用,從而獲得競(jìng)爭(zhēng)優(yōu)勢(shì),是現(xiàn)代組織發(fā)展的共同特征。
引入勝任力概念并建立起基于勝任力內(nèi)容的分析,為招聘工作提供了全新的思路和方法,促進(jìn)了人力資源管理的戰(zhàn)略性發(fā)展。可以說,在招聘中進(jìn)行勝任力分析是個(gè)人自我發(fā)展的需要,也是組織實(shí)現(xiàn)人力資源合理配置從而提高組織績(jī)效的需要。本文首先回顧了國(guó)內(nèi)外學(xué)界對(duì)勝任特征理論、人力資源甄選理論和人事測(cè)評(píng)理論的研究，闡述了勝任特征作為人才測(cè)評(píng)的標(biāo)準(zhǔn)的內(nèi)涵；其次，根據(jù)企業(yè)具體工作崗位的類型，選擇不同的測(cè)評(píng)方法，確定測(cè)評(píng)標(biāo)準(zhǔn)，確保測(cè)評(píng)結(jié)果的準(zhǔn)確性和有效性。本文有助于勝任特征與人才測(cè)評(píng)課題的進(jìn)一步研究。

關(guān)鍵詞：?jiǎn)T工招聘與選拔；勝任力模型；人才測(cè)評(píng)；人職匹配

Abstract
Competency is a management concept rising from America in the early 70s of 20 century. It is a terminology indicating the latent characteristics individuals have resulting in perfect performance in certain position. Competency through analysis of human resources for effective management and use, thus gaining a competitive edge, modern organization is a common feature of the development.
The introduction competence strength concept and establishes based on the competent strength content analysis, has provided the brand-new mentality and the method for the employment advertise work, promoted the human resources management strategic development. It can be said that in the recruitment of a competent analysis of individual self-development and the needs for organizations to achieve rational allocation of human resources to improve organizational performance needs. This paper reviewed the domestic and foreign academic circles′ research on the theory of competency, human resource selection and human resting and summarized the related viewpoints and research tendency. Secondly, according to the type of specific jobs, choose different resting methods, establish the eva luation criterion to ensure the accuracy of the survey results and effectiveness. This paper will help competency eva luation and human resting for further study.

Key words: Staff recruitment and selection; Competency model;
          Human resting; Person-position fit;