层次分析法在水库管理岗位评价中的应用

一、引言 岗位评价是在对岗位描述的基础上,对岗位本身所具有的特性, 比如职责范围、工作劳累程度、工作环境条件等进行评价,以确定岗位相对价值的过程.其目的是根据职位分类的原理和岗位评价结果,将能反映岗位重要性的基本要素分解成评价因素,通过一定的方法确定出这些因素的权重,由评价人员结合岗位的实际情况,得出每一个岗位的分值,最终划分成岗位等级,为人员招聘、考核、培训、人事分配等提供数量化依据.岗位评价最常用的方法有排序法、分类法、因素比较法和评分法四种.这四种方法在企业中也得到了一定应用,但效果不是很理想,一直受到人们的怀疑.     

企业薪酬分配关键影响因素分析

企业薪酬分配关键影响因素包括:岗位贡献的外部性内化因素、岗位贡献的内外部评价因素。为此,就需要结合这两个因素,从三个方面来制订对策。     

大型国有企业技术人员岗位评价因素认同度的研究

本研究对国有企业技术人员岗位评价在薪酬设计与管理中的意义进行了分析,提出国有企业开展岗位评价的重要性.在文献检索和对50个重要岗位进行工作分析的基础上,设计出某大型国有企业<岗位价值因素评价问卷>,根据问卷调查和因素分析的结果,提取出该大型国有企业技术人员岗位评价因素体系,对研究结果在企业薪酬设计与管理中的应用进行了讨论.     

基于因素计分法的岗位价值评估体系建设

随着国家电网公司“三集五大”体系建设的深入贯彻实施,企业发展战略、管理模式与组织架构都发生了深刻变化,这些因素的变化要求现有岗位等级体系也要随之变化。     

浅议建筑业劳动工资制度改革

一、现行建筑业劳动工资制度存在的主要问题 1.铁饭碗危害。所谓“铁饭碗”就是进了国有企业,当了固定工,不管干与不干,干好干坏能干不能干,生产需要与否都得包下来。 2.旧的工资制度影响。现行的八级工资制度,已不适应企业深化改革的需要,它过分偏重评价职工的技能,而不是评价劳动本身,岗位变了工资不变,工资标准长期不动,往往是不论贡献,不看实绩,按年头晋级,凭资历增加工资,致使职工工资等级与技术等级脱节,劳动贡献与劳动报酬脱节的现象日趋严重。     

基于岗位胜任力的新员工培养模式

贵州电网公司依托自主创新的人才评价体系架构，以岗位胜任能力为基点，以岗位评价工作为龙头，探索实践出基于岗位胜任力的新员工培养模式。     

企业岗位测评的一种新方法

应用模糊综合评价，对岗位测评提出一种新方法，该方法由设立岗位评价要素、确定岗位等级、建立模糊关系矩阵等六个步骤组成，其目的是简化岗位测评工作，加快岗位技能工资制的推广，完善企业的劳动分配制度。     

AHP模型在企业技术创新项目风险评价中的应用

基于企业技术创新项目的风险研究和大量专家的意见,构建了企业技术创新项目风险评价指标体系,并运用AHP评价模型对企业技术创新项目各风险因素进行定量分析与评价,得出了各风险因素的风险等级,为决策者进行风险决策提供了科学的依据。     

浅谈贵阳勘测设计研究院的薪酬制度改革

勘测设计行业面临改制，在薪酬体系中必须引入激励机制，建立重实绩、重贡献的“全面薪酬”分配制度。随着企业改革的逐步深入，贵阳勘测设计研究院内部薪酬分配制度实行以岗位为主的岗位等级薪酬制，对高层经营者实行年薪制，中层以下人员实行岗位薪酬制。在调动员工工作的积极性、创造性，促进院管理水平和经济效益的提高方面起到了很大作用。     

国企岗位任职资格和员工履职能力评价体系构建与实施

正人力资源是企业发展的基石,也是实现企业战略发展目标的重要载体,直接影响到企业战略目标的实现。通过构建岗位任职资格和员工履职能力评价体系,可以深化改革岗位管理体系,提高人岗匹配度,提升选人用人水平。为什么实施岗位任职资格和员工履职能力评价体系?岗位任职资格体系建设是促进员工提升岗位能力的重要手段和途径。构建科学的岗位任职资格体系,有利于实现"人岗精准匹配"。通过开展任职资格体系建设,健全完善多维度的认证评价体系,为岗位竞聘、员工晋升、聘期考核等提供了客观依据。     

Industry influences on strategy reformulation

This paper emphasizes the contribution of ‘borrowed experience’ to strategy reformulation. The industry group is described as a particularly important arena in which niche-related problems and solutions are identified and tested. Industry-wide mistakes in environmental interpretation and strategic response provide interesting evidence of the importance of this contribution to organizational decision making. An industry oriented view of strategy reformulation requires two kinds of research which are rarely conducted today. We need to know more about the pool of strategic concepts which a group of organizations holds in common at any given time. Spender's study of fork-lift truck rental companies is reviewed as an example of this kind of work. A second kind of needed research involves change in strategic concepts over time. A study of the perceived import threat to the appliance industry from 1950 to 1975 is summarized as an example of this second kind of research.     

A systematic comparative analysis and synthesis of two business-level strategic typologies

Two important business-level strategic typologies were systematically evaluated, analyzed and compared in this study: Porter'S Overall Cost Leadership, Differentiation, Focus, and ‘Stuck in the Middle’ generic competitive strategies, and Miles and Snow'S Defender, Prospector, Analyzer, and Reactor types of organizational adaptation. On the basis of strategic theory, and following a pilot study, 31 strategic variables were evaluated by judges on a seven-point maximum-minimum scale, for each strategy, within its typology. Analysis of variances and concordance among judges regarding the ranking of the strategies on each variable were examined, and a strategic profile was built for each strategy. Proximities between strategies of the two typologies were analyzed using monotonic multidimensional scaling. The analysis indicated similarities and differences between the two typologies. A synthesis of the two typologies is suggested along two dimensions: internal consistency of the strategy, and level of proactiveness.     

A methodology for reducing technological risk

The purpose of the paper is to suggest a quantitative method for analyzing the innovation risk from both technological and an economic point of view as a contribution to the strategic evaluation and planning process. Specifically the method provides a predictive evaluation of the probability of the commercial success of technological breakthroughs.
The method is a quantification of the qualitative method originally developed by White and Graham. It consists of a stepwise process in which the benefits of a technology are classified under four major headings: inventive merit, embodiment merit, market merit, and operational merit. Within each heading, the target technology is evaluated by pairwise comparison with alternative technologies, using a Saaty-type procedure. The decision-maker can conduct a sensitivity analysis and the evaluation can be made collaborative by using a group of judges.
The methodology which is computerized is described in some detail. Its use is illustrated by applying it to an hypothetical project in the field of information retrieval in which CD-ROM is compared with three alternative technologies.     

Linking of Manufacturing Strategy,Market Requirements and Manufacturing Attributes In Technology Choice: An Expert System Approach

This paper suggests a framework for acquisition of new manufacturing technology that links the manufacturing strategy, market requirements and manufacturing attributes using an expert system approach. This paper takes a closer took at traditional notion of manufacturing-marketing coordination and attempts to find its links with manufacturing capabilities provided by recent evolving new manufacturing technology. For this purpose we deal with different steps involved in the strategic evaluation process beginning with the choice of a suitable competitive strategy by a firm. Then the chosen competitive strategy is linked with the market requirements, system attributes and appropriate manufacturing technology choices. The proposed model is integrated by an expert system approach that includes strategic factors of both a tangible and an intangible nature and is implemented by using the VP-Expert shell.     

Evaluating Product Plans Using Real Options

Product planning helps a company to strategically plan its current and future product platforms and offer product variants in the marketplace. Product platforming is widely touted as a successful strategy for mass customization. However, due diligence should be exercised before implementing any product platform strategy. The product planning exercise should account for future uncertainties. Traditional financial tools such as the net present value (NPV) are static since they do not compensate for any exogenous and endogenous uncertainties during the course of the project. The crux of the problem lies in the evaluation model that is used for evaluating the product planning projects. While many view uncertainties in a product planning project as problematic, it can also be viewed as a source of new opportunities. We argue that uncertainties should be an integral part of the evaluation model. If the future possibilities (or strategic options) are not considered in the evaluation model, a corporation may face a “myopic syndrome”.

In this article, we consider two important product planning decisions—platform decisions and product variant decisions. The platform decision involves strategic selection of a concept product platform from various possible alternative concept product platforms. The product variant decision involves deciding how long a company should continue to offer its current product variant in the marketplace and whether the existing product variant should be discontinued, scaled down, or scaled up with additional product features. To address the two aforementioned decisions, we developed a real options–based methodology that considers technical, project implementation, and market-related uncertainties. The proposed methodology uses a binomial and quadranomial lattice approach to build a decision tree. Product planning decisions at various decision tree nodes are evaluated using a risk-neutral option valuation methodology. We demonstrate the working of the proposed methodology using an illustrative example.     

The continuing validity of the strategy‐structure nexus: new findings, 1993–2003

This study analyzes whether a diversification strategy facilitates subsequent divisionalization (and hence that ‘structure follows strategy’), and/or whether the multidivisional structure leads to a diversification strategy (and hence that ‘strategy follows structure’). In theoretical terms, this study is original in that it institutes a debate between the Chandler thesis and other perspectives that challenge the generalizability of the strategy‐structure nexus. Interestingly, this new study with contemporaneous data for the period 1993–2003 sheds light on this contested issue and postulates that despite the criticism of Chandler's contribution, it still works. Our results show that strategic diversification affects structural divisionalization, and in turn, structural divisionalization affects strategic diversification. Copyright © 2009 John Wiley & Sons, Ltd.     

运用层次分析法分配岗位薪酬

本文旨在应用层次分析法（AHP）对岗位薪酬分配中的经常碰到的问题比如岗位工资等级、绩效评估等进行量化的分析,从而定义合理的薪酬水平,对员工做出相对公正的绩效评估。     

Specificity and opacity as resource-based determinants of capital structure: evidence for Spanish manufacturing firms

In this work we develop an analytical framework to examine the effects of strategic investments on the financial policy of the firm. From the resource-based approach of the firm, nontradable and difficult-to-copy assets are the basis of a sustainable competitive advantage. However, imperfections in the resource markets can also be interpreted as sources of costs and/or restrictions from a financial point of view. Specificity and opacity are the features of strategic resources that enable us to identify the financial implications of the resource-based strategy. We have tested our theoretical framework using a sample of Spanish nonfinancial firms. Our results show that highly specific and opaque resources limit the borrowing capacity of the firm, while other transparent strategic assets affect financial leverage positively. Our findings suggest two main implications for strategy formulation and implementation: (1) there are unobservable financial costs that must be considered for a correct evaluation of a sustainable competitive advantage based on strategic resources; and (2) the financial policy of a ‘resource-driven’ firm is partially determined by the features of its strategic resource bundle. Copyright © 2001 John Wiley & Sons, Ltd.     

基于绿色经济的产业集群综合绩效评价研究——对唐山钢铁产业集群的实证研究

在绿色经济发展的趋势下,对产业集群的考察应该从集群在经济贡献、技术创新、环境和社会影响4个方面的表现进行集群的综合绩效评价,本文从上述4方面出发,构建了产业集群综合绩效评价指标体系及模糊评价模型,并在此基础上对唐山钢铁产业集群的综合绩效评价做出了具体评价。     

基于区域经济的《服装设计》案例式教学

嘉兴市服装产业的发展对服装设计人才提出了新的岗位能力要求,《服装设计》课程教学的主要问题在于教学与现实脱节。文章从制订教学目标、建立教学模型、设计教学案例以及完善成绩评定几方面入手,对《服装设计》课程进行了案例式教学实践与探索。