本文選題：勝任力模型　切入點(diǎn)：招聘管理　出處：《首都經(jīng)濟(jì)貿(mào)易大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：因?yàn)榻?jīng)濟(jì)快速的發(fā)展,企業(yè)的核心人才非常稀缺,一旦出現(xiàn)崗位空缺,經(jīng)常需要快速招聘或從內(nèi)部人員火速提拔。在短時(shí)間內(nèi)能否為自己的組織挑選到合適的人才,直接決定了一個(gè)管理者工作的成敗。能否找到合適的人員,尤其是企業(yè)的核人才其實(shí)并不是一件容易的事情。本文以D公司為案例,進(jìn)行綜合剖析,系統(tǒng)地研究D公司當(dāng)前在核心人才招聘方法中存在的問題,找出主要矛盾,進(jìn)行系統(tǒng)梳理分析。結(jié)合D公司企業(yè)戰(zhàn)略與人力資源戰(zhàn)略,對(duì)核心人員勝任特征要素進(jìn)行分析,通過文獻(xiàn)研究法和專家討論法的方式提煉出D公司目標(biāo)崗位指標(biāo)庫,并增強(qiáng)提取管理、研發(fā)序列的勝任力。其中通用勝任力為成就能力、創(chuàng)新能力、學(xué)習(xí)能力與誠信正直;研發(fā)序列勝任力為思維能力、團(tuán)隊(duì)合作、堅(jiān)韌性和主動(dòng)性;管理序列勝任力為組織協(xié)調(diào)、團(tuán)隊(duì)領(lǐng)導(dǎo)、影響力、決策力等。在實(shí)踐的過程中將勝任力模型應(yīng)用到崗位分析與招聘甄選中,應(yīng)對(duì)D公司曾經(jīng)遇到的招聘流程、方法等問題,運(yùn)用勝任力模型的方法嘗試著去解決。本文通過對(duì)勝任力模型在招聘甄選活動(dòng)中的研究,為企業(yè)未來構(gòu)建一個(gè)基于勝任力的人力資源管理系統(tǒng)提供了良好的起點(diǎn)。勝任力模型的應(yīng)用對(duì)D公司在識(shí)人、選人的環(huán)節(jié)提供了科學(xué)的依據(jù),加之綜合運(yùn)用各種測(cè)評(píng)工具,使D公司的招聘工作更上一個(gè)臺(tái)階。同時(shí)根據(jù)勝任力模型與高績效之間的驅(qū)動(dòng)關(guān)系,進(jìn)而幫助D公司人力資源部更加清晰明確地衡量招聘甄選的效果。希望本文的研究結(jié)果能為D公司將勝任力模型運(yùn)用到培訓(xùn)、績效、薪酬等模塊奠定了實(shí)踐的基礎(chǔ),并對(duì)其他中小型高科技企業(yè)的管理人員提供參考借鑒。
[Abstract]:Because of the rapid development of the economy, the core talent of the enterprise is very scarce. Once there is a vacancy, it often needs to be recruited quickly or promoted quickly from the inside. Can you select the right person for your organization in a short period of time? It directly determines the success or failure of a manager's job. It is not an easy task to find the right person, especially the nuclear talent of the enterprise. This paper takes D Company as a case to conduct a comprehensive analysis. This paper systematically studies the problems existing in the recruitment methods of core talents in company D, finds out the main contradictions, and analyzes them systematically. Combined with the strategy of enterprise and human resources of company D, it analyzes the competency factors of the core personnel. Through the methods of literature research and expert discussion, the target post index database of D company is extracted, and the competence of extracting management and R & D sequence is enhanced. The general competence is achievement ability, innovation ability, learning ability and integrity. Research and development sequence competence for thinking, teamwork, resilience and initiative; management sequence competency for organizational coordination, team leadership, influence, In the process of practice, the competency model is applied to the job analysis and recruitment selection to deal with the recruitment process, methods and other problems encountered by company D, Through the research of competency model in recruitment and selection activities, this paper tries to solve the problem by using competency model. It provides a good starting point for the future construction of a human resource management system based on competency. The application of competency model provides a scientific basis for D company to recognize people and select people, together with the comprehensive use of various evaluation tools. Make the recruitment work of company D to a higher level. At the same time, according to the relationship between competency model and high performance, Then it helps the HR department of company D to measure the effect of recruitment and selection more clearly and clearly. I hope that the research results of this paper can lay a practical foundation for D company to apply competency model to training, performance, compensation and other modules. And to other small and medium-sized high-tech enterprise management personnel to provide reference.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.4

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