摘要
摘要
开创一流的事业需要一流的人才队伍，要始终把人才资源开发和管理放在最优位置，
作为核心竞争力来配置。中层管理人员作为公司的中坚力量，是推动公司“三会一层”
决策的关键环节，故中层管理人员能否契合理想胜任力模型对公司来说意义重大。
本文以 XT公司的中层管理人员为调查与研究的对象，通过多种研究方法构建了以
XT公司中层管理人员相关要素为基础的胜任力模型。该模型包含核心胜任力和技能胜
任力两个要素。其中核心胜任力包含成就动机、人格魅力以及主动担当；技能胜任力包
含团队管理、沟通与协作、员工培训和激励、专业知识、组织承诺、创新精神、服务意
识和控制管理。同时通过“变异系数法”明确了各胜任力要素的权重，为后续的胜任力
模型应用奠定了基础。
本文依据 XT公司中层管理人员胜任力模型分别从人员招聘及选拔、培训和绩效考
核三个方面给出改善建议。（1）建议公司招聘方面应该尽快修订岗位说明书，确定各
岗位任职资格；针对不同的胜任力给出不同的识别方式，借助测评工作帮助企业快速招
募合适的人选。（2）建议公司从中层管理人员胜任力模型角度出发进行培训需求分析
并实施；将培训评估纳入培训体系，切实做好培训效果调查，确保培训真正发挥作用。
（3）建议公司对中层管理人员队伍的绩效考核工作中应当包含“ KPI考核”及“胜任
力表现评估”两个方面；得出绩效考核结果后需要与被考评者进行一对一的绩效访谈并
协助其提出改善对策，切实帮助中层管理人员提升绩效输出。
关键词：中层管理人员，胜任力，胜任力模型
论文类型：应用研究
I

西北大学硕士学位论文
Abstract
As the key force of the company, middle-level managers are the communication bridge
connecting the company's senior managers and grassroots employees. They are also an
important team that promotes the company's "three meetings and one-level" decision-making
and implementation. They have a huge impact on the company's execution and
competitiveness. Therefore, whether middle-level managers can fit the ideal competency
model is of great significance to the company.
This article takes the middle-level managers of XT company as the object of investigation and
research. Through a variety of research methods, a competency model based on the relevant
elements of middle-level managers of XT company is constructed. The model contains two
elements: core competence and skill competence. The core competencies include achievement
motivation, personality charm and active responsibility; skills competencies include team
management, communication and coordination, subordinate training and motivation,
professional knowledge, organizational commitment, innovation spirit, service awareness and
control management. At the same time, this study clarified the weight of each competency
element through the "coefficient of variation method", laying a foundation for the subsequent
application of the competency model.
According to the competency model of XT company's middle-level managers, this article also
starts from the problems in the recruitment, training and performance appraisal of XT
company's middle-level managers, and gives suggestions for improvement. (1) It is
recommended that the company's recruitment department should revise the job description as
soon as possible to determine the qualifications of each position; provide different
identification methods for different competencies to help companies quickly recruit suitable
candidates. (2) It is recommended that the company analyze and implement training needs
from the perspective of the competency model of middle-level managers; incorporate training
evaluation into the training system, and do a good job of surveying training effects to ensure
that the training really plays a role. (3) It is recommended that the company's performance
appraisal of the middle-level management team should include KPI appraisal and competency
performance appraisal; After the performance appraisal results are obtained, it is necessary to
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