基于胜任力的企业员工晋升问题研究外文文献翻译

基于胜任力的企业员工晋升问研究外文文献翻译 毕设附件 外文文献翻译 来源出处 作者:Markus G 期刊:Review of European Studies;第3卷，第2期，pp:11-21，2016 原文 The research of enterprise staff promotion based on the competency Markus G Abstract In the 1970 s, McClelland in its iconic article "the test of competency and non-intelligence" will be out after the concept of competence, competency theory and the practice of influence is growing. After a series of theory and practice, the theory and application of competency and competency model for the enterprise human resources management provides a set of effective ideas and methods. At the same time, after 60 years of rapid development, as a new subject in the 20th century, operational research is becoming more and more mature. The optimization theory, whether in the theory study, or practice in enterprises, has made many achievements. In the field of academic research, human resources management disciplines and operational research has been a hot research direction. At present, there have been some scholars introduced to the ideas of the optimization of human resources management of the various modules. Therefore, the optimization theory into the hot topic in human resource management, enterprise staff promotion decision research, has a certain theoretical basis. Key words: Competence; Optimization; Employees; Promotion 1 Introduction As the world economic structure adjustment, the progress of science and technology, the competition between enterprises, the scale of the enterprise is no longer a decisive factor decide the fate of the enterprise finally, adaptability and flexibility has become a key to the success or failure of the enterprise. Due to the rapid development of information technology, more and more enterprises have quietly by the pyramid management tends to flat management structure (flat management).In this kind of management mode, the manager of the amplitude is more and more big, the less the number of the upper management positions, and now the competitiveness of the talent is more and more strong, therefore, the enterprise internal employee promotion system of scientific or not is particularly important, it can even affect the structure of the enterprise. Reasonable employee career advancement management is to change the job requirements and personnel career development, only in this way can realize the effectiveness of the promotion management. Therefore, to realize the enterprise internal employee order promotion, primary security condition is standard and enterprise employees' career advancement of scientific management system. Enterprise staff internal promotion system, there are two important role: to motivate employees and allocation of resources. In this paper, we study the premise of the main consideration: the allocation of resources, namely in the enterprise internal have openings, taken by the promotion. Enterprise's internal promotion provides incentives to employees, in general, including rising to rank and the improvement of all kinds of benefits and so on. As a result, many companies are willing to lower level from the rank system began to hire new employees. Another function of promotion is in the enterprise talent selection can meet the demand of jobs, in other words, performance will be promoted to replaced rank higher work post. In general, in the enterprise system of post grades, the higher the rank, the skills and knowledge to the post workers demand more comprehensive, similarly, the incumbent's influence on enterprises. Therefore, make the enterprise man of the match, becomes an important task of the human resource configuration. To this end, many enterprises, especially large, established companies for a long time, mostly USES the internal promotion system. When a vacancy arises rank higher positions, the enterprise mainly consider the country from the internal employee performance to carry on the promotion. 2 Related theories 2.1 Competence theory Competence since the birth of the concept of full of contradictions and disputes, the concept of its development has experienced a process of spiral. The competency is derived from the word in English. Competence has attracted everybody's attention, originated in the American scholar David McClelland in a paper published in 1973 measuring competence and non-intelligence, the paper first puts forward the concept of "competency" formally. David McClelland thought the traditional test method of intelligence, personality and academic, unable to measure the complex work and top performance, often the existence of weak groups or prejudice and discrimination of low social status. "Competency", however, can make up for the deficiencies. McClelland, meanwhile, also believes that the higher performance must be used some qualities to achieve good results, if people are willing to pay a certain amount of time to study the performance of the most high, you will find what causes the difference between the performances. One of the most widely used is quickly and indebtedness in 1994 put forward the concept of this definition summarized the competency of the purposes, that is to say, to distinguish the performance of the most high and the performance of the ordinary important factors and the characteristics of competence characteristics and the main content of the competency. 2.2 Competency model theory Academically, the Competency Model (Competency Model) is defined as: a specific task roles need to have the sum of competence characteristics, which performance is outstanding person the competence characteristics of structure for specific positions. A detailed competency model should include the following three elements: name, character description and behavior performance levels of interoperability. It describes the distinction between high performance and the performance of ordinary. Nowadays, iceberg model and onion model is theoretically clearly put forward two kinds of competency model. (1) The iceberg model Competency iceberg model could be divided into motivation, competence traits, self-concept, social role, six levels of skills and knowledge, the levels of competency model includes two parts: water tip part (knowledge and skills), also known as the benchmark sexual competency of this part, however, this is just the demand for competent foundation quality, it also cannot distinguish outstanding performance and performance of ordinary person. Underwater tip section contains and motivations and characteristics of self-awareness, social role, competency, people generally referred to as this part diagnostic competence, it is the difference between performance and excellent performance of the key factors. (2) Models of onion American scholar r. bo "(Richard Boyatzis) to David McClelland's theory of competence held in-depth and extensive research, finally puts forward another competency model -" onion "model. The model has been clear about constituting the core elements of competency, and explains the characteristics of each factor: can be observed and measured. Onion model is described the competency from the inside out, a layer containing a layer structure. Among them, the motivation and personality is the core of the onion model, and then in turn outward expansion is: self image and social role, knowledge and skills. The structure showed that the competence quality by outer layer, the easier it is to observe and evaluation, but also easy to cultivate and development. To the inner layer, observation and evaluation will be difficult, the same, the more difficult it will be through the external culture and development. In a sense, the onion model only from another Angle for the interpretation of the iceberg model. Both, compared to nature is the same, emphasize the core competency or basic competency. We are one of the core competence evaluation, can predict his long-term performance. Through the description of the difference of the two, we can know that Onions can highlight more invisible competency model and visualization competency of hierarchy, thus more telling than the iceberg model hierarchy relationship between competencies. Traditional human resources management more attention to the individual's behavior, the characteristics of the knowledge and skills, such as the leakage, and on this basis, in order to develop human resources activities, while also involves some intrinsic characteristics of research, but basically is from a certain Angle to examine personnel characteristics, such as the knowledge of psychological evaluation, personnel evaluation, etc., and achieve the purpose of the people post match, realize the rational allocation of human resources have a certain gap. Obviously, based on the exposed part of the competency of traditional human resource management has far can not meet the requirement of the development of modern enterprises, so in view of the job requirements to identify the competency of personnel at all levels, especially the deep, implicit characteristics of competency analysis, to the modern human resource management, open up a wider area. Especially on this basis, to review their promotion, can make the quality of employees and enterprise strategic goals, organizational structure and corporate culture to match, make human resources get optimal configuration. 2.3 Optimization theory In the study of history, optimization theory is a new branch of discipline. It is in the early 1950 s, under the impetus of the electronic computer is widely used to get rapid development, and become a still vibrant emerging discipline. Optimization problem of theory research is in a variety of feasible scheme, how to select one of the most reasonable, people look forward to in order to achieve optimal goal. Among them, we will finally achieve the goal of the best solution is called optimal solution or optimal decisions, and find out the process and method to the optimal solution is called optimization method, the theory of studying these optimization method called optimization theory. Optimization theory is based on quantitative analysis, to find a certain resource, technical constraint system to maximize the solution that could satisfy the requirement of target specific activities for the purpose, to help decision-makers or institutions to implement the control activities, the application of optimization decision theory. 3 Theoretical basis of promotion Since the late 1970 s, the labor, the study of employment relationship seriously rise slowly, and as a result, a lot of career, incentive pay, promotion and so on related to employment relationship research results, these studies to enrich the theory of employment, and become important basis and guidance in the enterprise. Because the promotion is an important system to promote healthy and harmonious development of employment relationship, therefore, it caused extensive concern of many scholars and a heated discussion, as a result, the enterprise internal advancement in theory research is becoming more and richer. Although the promotion theory is incentive theory, the research object, a widely research field, but so far the meaning of the promotion is not very clearly defined. Valsecchi that promotion said some staff positions in the enterprise change and salary increase. Promotion is not only the important means of enterprises motivate employees actively work hard, and enterprises to post one of the effective ways of matching rate increase. Generally speaking, in the enterprise internal grades rank system, the higher the rank, the higher the claim to the jobholder, similarly, the incumbent's influence on enterprises. So, the ability is the highest performance or higher in rank higher positions, namely we often say, let the man of the match is enterprise human resources management an important work. At present, many enterprises are mainly adopts internal promotion system. The role of enterprise staff promotion is that familiar with internal talent for enterprise cultural values, almost don't need work environment transformation needed adjustment period. A person with a vacancy and internal promotion in the company, from one side to employees has played a positive role, let employees aware of as long as your efforts, there are chances of promotion. Internal promoted significantly less than the risk of external hiring the risk: the ability of candidates may be a little difference, but this can be addressed by training, and personal character, professional ethics, and recognition of enterprise culture, is not necessarily can solve through training. Relative to airborne, direct internal promotion will be missing a lot of risk, selection is also very accurate, and the stability of the staff can also be guaranteed. Believe that the perfect company will have a perfect training system, lack of ability, through training, will be improved. From the risk of the enterprise, the enterprise internal staffs are more familiar with and understand the enterprise culture of the enterprise, also have to adapt to the enterprise culture. And introduced from outside ability, ability to work while there is no problem, but there is a greater risk of adaptation. 译文 基于胜任力的企业员工晋升问题研究 Markus G 摘要 20 世纪 70 年代，McClelland 在其标志性文章《测验胜任力而非智力》中将胜任力的概念被出以后，胜任力理论与实践的影响与日俱增。经过一系列的理论和实践，胜任力和胜任力模型的理论与应用为企业人力资源管理提供了一套富有成效的思路和。与此同时，经过六十多年的长足发展，作为 20 世纪的新兴学科，运筹学也越来越成熟。其中的最优化理论，无论是在理论研究中，还是在企业实践中，都取得了不少的成果。在学术研究领域，人力资源管理学科和运筹学已然是一个热门的研究方向。目前，已经有一些学者将最优化的思想引进到人力资源管理学科的各个模块中来。因此，将最优化的理论植入到人力资源管理中热门话题——企业员工晋升决策研究中来，有一定的理论基础。 关键词:胜任力;最优化;员工;晋升 1引言 随着世界性经济结构的调整、科学技术的进步、企业之间竞争的加剧，企业的规模已不再是决定企业最终命运的决定性力量，适应性和灵活性已然成为决定企业成败的关键。由于信息化的飞速发展，越来越多的企业已经悄然地由金字塔管理结构趋向于扁平化管理(flat management)。在这种管理模式下，管理者的管理幅度越来越大，上层管理岗位的数量却越来越少，再加上现在的人才的竞争力越来越强，因此，企业员工内部晋升制度的科学与否就显得尤其重要，它甚至能够影响到企业的结构。合理的员工职业晋升管理，是要将岗位需求与人才职业发展进行有机结合，只有这样才能实现晋升管理的有效性。因此，要实现企业内部员工有序晋升，首要保障条件就是规范和科学的企业员工职业晋升。 企业员工内部晋升制度有两个重要作用:激励员工和资源配置。本文研究的前提主要考虑:资源配置，即在企业内部产生岗位空缺的时候，所采取的晋升。企业的内部晋升向员工提供的激励，一般来说，包括来职级的上升和各种福利待遇的提高等等。因此，许多企业都愿意从职级体系较低的层次开始雇佣新员工。 晋升的另外一个职能是在企业中甄选符合岗位需求的优秀人才，换句话说，就将业绩突出者提拔到职级较高的工作的岗位。一般来说，在企业的职务等级体系中，职级越高，对岗位工作者的技能和知识要求越全面，同样，任职者对企业的影响也越大。因此，使企业的人岗匹配，便成为人力资源配置的一个重要工作。为此， 许多企业，尤其是规模较大，成立时间较久的企业，大多采用内部晋升制度。当职级较高的岗位出现空缺时，企业主要考虑从内部员工中表现突出者进行提拔。 2 相关理论 2.1 胜任力理论 胜任力的概念从诞生起就充满了矛盾和争议，它的概念发展经历了一个螺旋上升的过程，其英文来源于单词 competency。胜任力之所以引起大家的广泛关注，源自于美国学者 David McClelland 在 1973 年发表的一篇论文《测量胜任力而非智力》，该文首次正式提出了“胜任力”的概念。David McClelland 认为传统的测验智力、性格和学术的方法都，不能测量出复杂工作和高层职位工作绩效者，往往还存在对弱势群体或者社会地位低下者偏见和歧视。然而“胜任力”却可以弥补上述不足之处;与此同时，McClelland 还认为，绩效较高者一定是运用了某些特质才取得优异的业绩，如果人们愿意花一定的时间去仔细研究这些绩效高者，就会发现究竟是什么原因造成了绩效之间的差异。其中应用最广泛的是 McClelland 和 Spenser 在 1994 年提出的概念，此定义概括了胜任力的用途，也就是说，区分绩效高者与绩效普通者的重要因素和胜任特征的特点以及胜任力的主要内容。 2.2 胜任力模型理论 在学术上，胜任力模型(Competency Model)被定义为:担任某一特定的任务角色所需要具备的胜任特征的总和，即针对特定职位表现优秀者的胜任特征结构。一个详细的胜任力模型应包括如下三个要素:名称、特征描述和行为指标等级的操作性说明，它描述了绩效较高者和绩效普通者之间的区别。 如今，冰山模型和洋葱模型是理论上明确提出的两种胜任力模型。 (1)冰山模型 胜任力的冰山模型将胜任力划分为动机、特质、自我概念、社会角色、技能和知识六个层次，这些层次构成的胜任力模型包括两部分:水上冰山部分(知识和技能)，该部分又称基准性胜任力，然而，这仅仅是对胜任者基础素质的要求，它还不能区别出绩效优异者与绩效普通者;水下冰山部分包含自我认知、社会角色、特质和动机等胜任力，人们一般把这部分统称为鉴别性胜任力，它才是区别绩效优异者与绩效一般者的关键因素。 (2)洋葱模型 美国学者 R.博亚特兹(Richard Boyatzis)对 David McClelland 的胜任力理论进行了深入和广泛的研究，最终提出了另外一种胜任力模型——“洋葱模型”。该模型明确了构成胜任力的核心要素，并解释了各要素的特点:可被观察性、可衡量性。 洋葱模型是把胜任力描述为由内到外，一层包含一层的结构。其中，动机和个性是洋葱模型的核心，然后向外依次展开为:自我形象与社会角色、知识与技能。该结构表明:胜任力素质越靠外层，越容易观察与，同时也容易培养和发展;越靠内层，观察和评价起来也就越困难，同样的，也就越难通过外界培养和发展。从某种意义上来说，洋葱模型只是从另一个角度对冰山模型进行了解释。两者相比，本质是一样的，都强调核心胜任力或者说基本胜任力。我们对一个人核心胜任力进行测评，可以预测他的长期绩效。通过上述对二者的差别描述，我们可以知道，洋葱模型更能突出隐形胜任力与显形胜任力的层级关系，从而比冰山模型更能说明胜任力之间的层级关系。 传统的人力资源管理较为注重个体的行为、知识和技能等外露的特征，并且以此为基础来开展人力资源活动，虽然也涉及到某些内在的特征研究，但一般都是从某一角度来考察人员特征，如人员心理测评、人员知识测评等，与达到人岗匹配的目标，实现人力资源的合理配置还有一定差距。显然，以外露部分的胜任力为基础的传统人力资源管理已经远远不能满足现代企业的发展要求，所以针对岗位要求来鉴别人员各层次的胜任力，特别是深层次的、内隐特征的胜任力分析法，可以为现代人力资源管理开辟一个更为广阔的领域。特别是以此为基础，来对员工晋升进行考评，可以使员工的素质与企业的战略目标、组织架构以及企业文化等相匹配，使人力资源得到最优化的配置。 2.3 最优化理论 在研究历史中，最优化理论算是一门新兴的分支学科。它是在二十世纪五十年代初，在电子计算机广泛应用的推动下才得到迅速发展，并成为一门至今仍充满活力的新兴学科。最优化理论所研究的问题就是在多种具有可行性的中，怎样选择出最合理的一种，以达到人们期待的最优目标。其中，我们将最后达到最好目标的方案称为最优方案或者最优决策，而找出这个最优方案的过程和方法称为最优化方法，关于研究这些最优化方法的理论称为最优化理论。最优化理论 是以数量分析为基础，以寻找具有确定的资源、技术约束的系统最大限度地满足特定活动目标要求的方案为目的，帮助决策者或决策机构对其所控制的活动进行实现优化决策的应用性理论。 3 晋升的理论基础 自 20 世纪 70 年代后期以来，劳动学家对雇佣关系的研究慢慢重视起来，因此，大量关于职业生涯、激励报酬、职位晋升等与雇佣关系相关的研究成果不断涌现，这些研究为丰富了雇佣关系的理论并且成为企业中重要的指导依据。由于职位晋升是一种促进雇佣关系健康、和谐发展的重要制度，因此，它引起了许多学者的广泛关注和热烈讨论，由此，企业中内部晋升理论的研究也越来越丰富。虽然晋升理论是激励理论众多研究对象中，被广泛研究的一个领域，但至今晋升的含义还没有很清晰地被界定出来。Valsecchi 则认为晋升表示企业中某员工岗位的改变和待遇增加的现象。晋升既是企业激励员工积极努力工作的重要手段，又是企业使其人岗匹配率提高的有效途径之一。一般说来，在企业内部的职系职级体系中，职级越高，对岗位任职者的要求也就越高，同样，任职者对企业的影响也就越大。所以，将能力较高者或绩效较高者安排在职级较高岗位，即我们常说的，让企业的人岗匹配是企业人力资源管理的一个至关重要工作。目前，许多企业都主要采用内部晋升制度。 企业员工晋升的作用在于，内部人才对于企业文化价值观比较熟悉，几乎不需要工作环境的转换所需要的适应期。公司中有空缺然后内部提拔人才，从一个侧面对员工起到了积极作用，让员工意识到只要自己努力，就有晋升的机会。内部提拔的风险明显要小于外部招聘所承担的风险:候选人的能力也许有些许差距，但这个是可以通过培训来解决的，而人品、职业道德及对企业文化的认可度，则不一定通过培训就能解决。相对空降兵而言，直接的内部晋升会少掉很多风险，选拔上来说也会很准确，而且员工的稳定性也能得到保障。相信完善的公司会有完善的培养体系，能力不够，通过培训，会得以改善。从对企业的风险性上来说，企业内部的员工对企业更为熟悉并了解企业文化，也已经适应企业文化。而从外部引进能力强的人，虽然工作能力没有问题，但是却有较大的适应性的风险。