想要在竞争激烈的环境中生存下去，企业需要和员工的共同努力，准确把握未来
的趋势和变化。从十九世纪末现代公司的出现至今，现代人力资源管理的发展经
历了经济人、社会人、自我实现人三个阶段，员工在企业中的地位不断上升，越
来越受到重视。企业员工与组织匹配与否，影响着企业的效益和员工的发展，是
企业发展中不可忽视的因素

员工与组织匹配不仅是指员工与组织的价值观、目标、信仰相似和在能力要
求上的互补，更是意味着员工认同组织的文化，融入到组织氛围中，员工和组织
的价值观、目标、发展方向调和融洽、高度一致，为实现组织发展和个人成长共
同努力。影响员工与组织匹配的因素很多，采用文献分析得出主要有价值观、目
标、工作态度、工作能力、薪酬、福利等，据此，本研究建立了员工-组织匹配指
标体系，一级指标有自然属性、员工个体特征、员工能力、员工工作情况、组织
特性、领导水平、组织制度、组织内部条件、组织激励、组织变革、组织外环境
等；二级指标包括年龄、学历、性格、工作能力、工作职责、组织性质、领导公
平、招聘、战略规划、工作认可、战略变革、社会保障等 78 个。运用德尔菲法、
层次分析法、模糊综合评价方法，构建了员工-组织匹配评价模型，并确定了员工
-组织匹配评价标准，分别为高度匹配、良好匹配、中度匹配、基本匹配、不匹配
五级。该模型为评价企业员工-组织匹配状况，找到员工-组织匹配弱项，提出改进
建议提供了依据

员工与组织匹配管理对员工自身发展和企业长远运营都非常重要，应建立长
效管理机制以保证员工和组织的关系始终处在良好的状态。本研究从招聘、员工
培训、定期检测方面建立了预警管理机制；从员工职业发展规划、工作能力、工
作态度、绩效制度等方面建立了关键点管理机制；从企业和员工两方面建立了提
升管理机制，包括企业文化的建设、企业核心竞争力的提升、员工专业能力、沟
通能力、学习能力、合作能力以及执行力等方面

关键词：员工-组织匹配 评价指标 评价模型 模糊评价 管理机制3
ENTERPRISE STAFF AND ORGANIZATION MATCHING
EVALUATION MODEL AND MANAGEMENT
MECHANISM
ABSTRACT
With the development of social economy, the living environment of enterprises is
becoming more and more complicated, and the competition in the industry is intensified.
To want to survive in a competitive environment, companies need to work together with
the staff to accurately grasp the future trends and changes. From the emergence of
modern companies at the end of the nineteenth century, the development of modern
human resource management has experienced three stages: economic man, social person
and self-realization. The status of employees in enterprises has been increasing and more
and more attention. Enterprise employees and organizations match or not, affecting the
efficiency of enterprises and staff development, business development can not be
ignored factors.
Employee and organization match not only refers to the staff and the organizatio n&39; s
values, goals, beliefs similar and the ability to complement the requirements, but also
means that employees agree with the organization&39;s culture, into the organizatio nal
atmosphere, employees and organizations, values, goals, development The direction of
harmony, highly consistent, in order to achieve organizational development and personal
development efforts. There are many factors that affect the matching of employees and
organizations. The literature analysis shows that there are mainly values, goals, working
attitude, work ability, salary, welfare and so on. Based on this, the staff-organizatio n
matching index system is established. Organizational characteristics, organizatio nal
motivation, organizational changes, organizational environment, etc; secondary
indicators, including age, education, personality, ability to work, the organization of the
organization, the organization, Job responsibilities, organizational nature, leadership fairness,
recruitment, strategic planning, job recognition, strategic change, social security and
other 78. The staff-organization matching evaluation model was constructed by using
Delphi method, AHP and fuzzy comprehensive evaluat ion method. The staff-organization
matching evaluation criteria were established, namely, height matching, good matching,
moderate matching, basic matching and mismatch Five. The model provides a basis for
evaluating the employee - organization matching situatio n, finding the employee -
organization matching weakness, and making suggestions for4
improvement.
Employee and organization matching management is very important for employees&39;
own development and long-term business operations. Long-term manageme nt
mechanisms should be established to ensure that employees and organizations are in
good relations. This paper establishes the early warning management mechanism from
the aspects of recruitment, staff training and regular inspection. It has established the
key point management mechanism from the aspects of employee career development
planning, work ability, work attitude and performance system, and established
management management from both the enterprise and the staff. Mechanism, includ ing
the construction of corporate culture, enhance the core competitiveness of enterprises,
staff professional ability, communication skills, learning ability, cooperation ability and
execution and so on.
KEY WORDS ： Person-organization fit The evaluation index
Evaluation model Fuzzy evaluation Management mechanism5
目 录
1 绪论....... 1
1.1 研究背景...1
1.2 研究目的...1
1.3 研究意义...2
1.3.1 理论意义...........2
1.3.2 实践意义...........2
1.4 国内外研究现状 ..2
1.4.1 国外研究现状 ...2
1.4.2 国内研究现状 ...6
1.4.3 综述评价......... 10
1.5 研究内容和方法 . 11
1.5.1 研究内容......... 11
1.5.2 研究方法......... 11
1.6 技术路线 12
2 相关理论......... 13
2.1 相关概念界定 .... 13
2.1.1 员工和组织的概念 ..... 13
2.1.2 匹配、员工与组织匹配的涵义 .......... 13
2.1.3 机制的涵义..... 14
2.1.4 管理机制的涵义 ......... 14
2.2 社会交换理论 .... 15
2.3 管理机制相关理论 ........ 16
2.3.1 计划理论......... 16
2.3.2 组织理论......... 17
2.3.3 沟通理论......... 17
2.3.4 激励理论......... 18
2.3.5 控制理论......... 19
2.4 本章小结 20
3 企业员工-组织匹配评价指标分析 ......... 226
3.1 评价指标选取原则.......
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