A Study On The Model Of Managers' Tacit Knowledge Based On Personnel Measurement

With human society developing from industrial economy into an era of knowledge economy era, enterprise management and development strategy with knowledge management as the core has become the consensus of theorists and enterprise management. How to dig and apply enterprise's competitive advantage and tacit knowledge has become the hot spot and focus in enterprise management. As the famous management expert Peter Drucker (1993) once pointed out that knowledge had become the key economic resources, also was the leading source of competitive advantage, and may even was the only source. But the individual implicit knowledge is not only a complicated and difficult to explain in words, but also is a monopoly of knowledge form. Whether for individuals, or in groups, organizations, tacit knowledge undoubtedly is of great significance.Since the concept of competency has was proposed, the research on the competency has become the hot spot. Competency is the potential, deep character to disguise the best performance and the general performance. As the backbone of organizations, the managers have been the key to influence organizations'performance. However managers'tacit knowledge structure which is hard to perception and difficult to express is most obtained from practice. It is great significance to study managers'knowledge structure.Current researches are more focus on organization and performance and less on managers'tacit knowledge structure. Based on the individual character and the particular task, how to set up an implicit knowledge structure model is the main content of this study. On the background of human resources becoming much more important, the author chooses the representative enterprise managerial role and the important task of talent assessment as the objects of study. Based on previous literature and combining with the actual task manager conditions, this study put forward the assumptions and verifies them. The methods the author mainly used were literature reading, Delphi and SPSS statistical analysis tools, AMOS, etc. Through questionnaire survey and Delphi interview, this article obtained the managers'various factors in the assessment of the quality of talents. Combining SPSS16.0 software and the component analyses, the thesis summarized that the managers'implicit knowledge structure included four dimensions and then we used the cutbacks in processing. By using the AMOS17.0, we put the confirmatory factor analysis and regression analysis which validated rationality of managers'implicit knowledge structure dimensions and the promoting effects of dimensions. Then the study used the T-test to verify the various in difference dimensions.According to the analysis of this study, this thesis comes to the conclusions:(1)According to the factor analysis, the author concluded that the four aspects were self-cognitive dimension, technique dimension, peculiarity dimensions and interpersonal dimension and it has rationality. By means of regression analysis, managers'4 dimensions in assessment talents quality can explain 38.2% of the effects in identify talents.(2)According to the hierarchical analysis, the author can draw that the matrix is satisfactory consistency. The thesis can come to the conclusion that interpersonal dimension, self-cognitive dimensions, peculiarity dimension and technique dimension respectively proportion 26%, 18%, 20%, 36% is reasonable. These several dimensions played an important role when managers evaluated a talent. Managers must strengthen the several aspects in learning and accumulation to achieve a good effect.(3)There are differences in the overall and partial dimension of the structure of tacit knowledge of managers.Our purpose is to built a model which can help identify, classify different talents effectively and to design different development training programs for them. The implicit knowledge structure verified not only has guidance and reference meaning for managers'implicit knowledge structure in the research, but also has very important significance for managers to determine the directions of learning and training.