MBA教育中心知识库

摘  要

时代的变革引起了人们思想观念的变化。随着社会主义市场经济体制不断完善和互联网经济的不断发展，企业愈发的认识到当近社会企业间的竞争就是人才的竞争，拥有一批具有专业知识、创新能力的人才才是企业永葆活力的根本保证。在这种情况下，人才测评逐渐被越来越多的企业所采纳。目前，从人才招聘、选拔、录用、定岗到内部人员考核、晋升人才测评技术已经应用到企业日常运营管理的方方面面。对个人来说，人才测评也具有十分重要的意义，人才测评可以帮助员工明晰自己的定位，有助于个人自我意识的发展和职业生涯的规划。

首先，本文通过对概念的梳理和相关理论的整理分析，明确文章所研究的方向、目的和方法，综合分析过往学者对基层管理人员测评的文献，为文章的书写打下理论基础。通过介绍碧禾家公司基本情况，分析碧禾家公司人力资源概况，概述公司和公司基层管理人员的整体状况。

通过访谈法、360度反馈法调研发现基层管理人员存在以下四个问题：缺乏专业素养和理论知识、管理能力有待提高、“人-职”不匹配以及工作积极性不高。在此基础上，对碧禾家公司基层管理人员人才测评现状进行分析：测评指标不全面、测评标准不明确、测评指标缺乏针对性，并分析出造成以上问题的原因为：岗位说明书不完善、测评指标权重的制定机制不健全、测评者缺乏一定的专业度、决策者对人才测评认识上存在误区，因此，急需重新建立一套测评指标。

其次，在明确公司基层管理者测评指标选取目的、原则和方法的基础上，整理过往文献，从中提取测评指标，再将访谈法凝练出的指标作为补充，结合企业文化和测评中出现的问题，得到初步的测评指标，再采用问卷调查法验证指标是否适合碧禾家公司，对问卷进行信效度检验并做因子分析进行降维，划分层次。

再次，在确定了基层管理人员的人才测评指标后，运用AHP法对测评指标体系进行权重的配置，并进行结果分析。

最后，根据之前计算的指标权重，建立测评指标体系，并对测评指标进行分级定义，同时编写使用说明及注意事项，形成一套完整的、系统的测评指标体系，对碧禾家公司的基层管理者测评工作提供了理论和实践的指导。

Abstract

The changes of the times have caused changes in people's ideas. With the continuous improvement of the socialist market economy system and the continuous development of the Internet economy, enterprises have increasingly realized that the competition between enterprises in the near society is the competition for talents. Having a group of talents with professional knowledge and innovation ability is the fundamental guarantee for enterprises to maintain their vitality. In this case, talent evaluation is gradually adopted by more and more enterprises. At present, the technology of talent recruitment, selection, employment, post setting, internal personnel assessment, and talent promotion assessment has been applied to all aspects of the daily operation and management of enterprises. For individuals, talent evaluation is also of great significance. Talent evaluation can help employees clarify their own position, and help them develop their self-consciousness and plan their career.

First of all, this paper clarifies the research direction, purpose and method of the article by sorting out the concepts and analyzing the relevant theories, and comprehensively analyzes the literature of previous scholars on the evaluation of grass-roots managers, laying a theoretical foundation for the writing of the article. By introducing the basic situation of Bihejia Company, analyze the general situation of human resources of Bihejia Company, and summarize the overall situation of the Company and its grass-roots managers.

Through interviews and 360 degree feedback, the following four problems were found among grass-roots managers: lack of professional quality and theoretical knowledge, management ability to be improved, "person job" mismatch and low enthusiasm for work. On this basis, we analyzed the current situation of the evaluation of basic level management personnel of Bihejia Company: the evaluation indicators were not comprehensive, the evaluation criteria were not clear, and the evaluation indicators were not targeted. The reasons for the above problems were analyzed as follows: the job description was not perfect, the weight formulation mechanism of the evaluation indicators was not perfect, the evaluators lacked a certain degree of professionalism, and the decision-makers had a misunderstanding of talent evaluation. Therefore, It is urgent to re-establish a set of evaluation indicators.

Secondly, on the basis of defining the purpose, principle and method of selecting evaluation indicators for the company's grass-roots managers, we sorted out the past literature, extracted evaluation indicators from them, supplemented the indicators refined by the interview method, combined with the corporate culture and problems in the evaluation, obtained preliminary evaluation indicators, and then used the questionnaire survey method to verify whether the indicators are suitable for Bihe. We tested the reliability and validity of the questionnaire and conducted factor analysis to reduce the dimensions, Level division.

Thirdly, after determining the talent evaluation index of grass-roots managers, AHP method is used to allocate the weight of the evaluation index system, and the results are analyzed.

Finally, according to the index weight calculated previously, an evaluation index system was established, and the evaluation indexes were defined hierarchically. At the same time, instructions for use and precautions were prepared to form a complete and systematic evaluation index system, which provided theoretical and practical guidance for the evaluation of the grass-roots managers of Bihejia Company.