A Study Of The Competitive Employment Mechanismutilized Among Middle Managers In A University

Effectively establishing the competitive employment mechanism (CEM) can help realize the goal of competency-position fit, with each position equipped with the right talent and each talent fill the right post. Nevertheless, the key to effectually implementing the CEM lies in the rationality and scientificity of its design pattern.This thesis consists of five chapters, the third and fourth ones of which are the main part of the paper. In this part, the author focuses on the study of the CEM utilized among middle managers in colleges and universities. Based upon the competency model, methods of the assessment center such as360°performance evaluation, speech, interview and leaderless group discussion are applied to construct a suitable CEM pattern for the middle managers of A University so as to meet the real requirement of work.Chapter one:introduction.Chapter two:an overview of related CEM theories. In this chapter, the author conducts a theoretical review of the CEM, illustrates the connotation, features and objectives of this system. Meanwhile, the thesis also expounds the theoretical foundation of the CEM, the construction of competency model and the application of the assessment center in this part.Chapter three:the status quo and problems of the implementation of the CEM among the middle managers in A University. This chapter discusses the current situation and major problems of A University in implementing the CEM amid its middle managers, and draws the following conclusion:the major problems of the CEM applied to the middle managers in A University include incomplete analysis of posts for competing, unreasonable setting of the evaluative methods, and inappropriate utilization about the result of the CEM.Chapter four:improvement suggestions for A University in its CEM implementation among the middle managers. Taking the competition for the post of the personnel director as an example, this chapter provides a redesign of the evaluation system for the middle managers in A University, and also makes a discussion about the feedback mechanism and the follow-up management mechanism by means of position analysis, the adjustment of position description, and the resetting of the CEM organization and its procedures.Chapter five:conclusion. The author elaborates the main conclusions drawn from the study.