情景模拟技术在管理干部选拔中的比较研究

运用评价中心的情景模拟技术测量管理绩效和潜能,作为有效地选拔管理干部的依据之一,已在我国有所尝试.本文采用比较的方法,对情景模拟法作了跨组织、跨地区、跨国家和跨文化的初步研究,得出如下初步结论:1.情景模拟技术在不同国家的管理人员选拔中具有可转移性和某种普遍意义,在预测效度方面.我国企业同美国企业取得了相近的结果(r=0.48∶0.51).由于社会制度和文化背景的差异,在测评指标及其结构等方面有一定的差别.2.本方法在不同的组织系统中也有异同之处.它适宜企业和科研等管理干部的选拔.对专业科研能力的预测应另行设计和编制.3.使用情景模拟时应注意不同地区的文化背景在管理风格和组织环境、心理气氛方面造成的差异,这种差异会对企业评价员的评定产生作用,因而必须完善测评标准.同时,也不宜将这种差异绝对化.

A Comparative Study of Situational Simulation Skills for Selecting Managerial Cadres

Lately, some experiments have been carried out in China's assessment centres on the adoption of situational simulation skills for evaluating the administrative performance and potential of individuals as an approach for selecting managerial cadres. In this article acomparative method is used to conduct a preliminary multiorganizational, multiareal.,multinational and multicultural study of situational simulation skills. The initial findings are as below: 1. The situational simulation skills for selecting managerial personnel are transferrable and they are universal to a certain extent. In predicative validity, enterprises in China and the United States have obtained a rather close result (r=0.48:0.51). Owing to differences in social system and cultural background, there will be a certain difference in assessment index, structure, and so on. 2. This method may also vary with different organizations but is good for selecting managerial cadres in enterprises and research institutes. However, it cannot be used for selecting scientific and technical personnel. 3. While putting the situational simulation method into practice, attention needs to be paid to the disparities of administrative styles, organizational environment, psychological climates, etc; caused by the cultural background of different regions. These differences will affect accordingly the appraiser when he makes the evaluation. Therefore, the evaluation norm should be set as perfect as possible; however, it would not be advisble to regard these differences as absolute.