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3120105ScienceResearchManagementVo.l31,No.ZKMay,2010:2009-11.:(1977-),,,,(1956-),,,,,:1000-2995(2010)ZK-009-0012贺建龙,史忠科(西北工业大学自动化学院,陕西西安710000):当下,党政领导班子和领导干部考核已经成为各地各个部门的一项重要工作,评价问题也成为研究的热点之一,教育考核是其中一个不可回避的问题,利至后代子孙为此,本文引入了现有的8个主要的考核模型,在SWOT分析方法的基础上,依据2008年西部某中等城市科技教育考核数据,分析了模型之间的相关性,建立了科学计量模型实证结果表明,SVM在指标分类和预测方面效果显著,其他考核模型与考核部门的结果正相关,通过改进考核模型推动科学考核是教育评价的关键技术:教育评价;考核;计量模型;SWOT:F272:A1引言,,,,,[1],Friedman,(2009)[2],,242,(,2000;,2000;,2001;;,2001;,2001;),,(,2001),,(2001)11,,,,(1994),,,(,1994)(2001),,,:!13!:1),;2),(,2001),:∀?#(WeerasakKrueathepRutgersUniversity-Newark),,∀∃%:?#(KaifengYangFloridaStateUniversity),,,,,,SWOT2现有模型分析比较21,,,200211,,TOPSIS,;(DEA),,DEA[3]:,U={u1,u2&un},V={v1,v2&vm}f∋U(F(V),uiaf(ui)=(ri1,ri2,&rim))F(V)1Figure1Fuzzycomprehensiveevaluationmodelcomputingprocesses1,,,,22,,,,,,,,,[4]:(1),(2),23DEA(DEA),:(1)(2)(3)!14!2010n,24(BSC),,2Figure2BalancedScorecardModel,:(1)(2)(3)25,,(),,,,Fuzzy-AHP,,,[5]:(1)(2)BSCFuzzy-AHP(3)26(CAF)[6]∀#,200525500,,CAF∀#∀#,927,,:3(CAF)Figure3CommonAssessmentFrameworkModel(CAF):(1)(2)(bestpractices),(3)27,,,2004,∀#,3(),1133,,5,2009,,:!15!,[7],,,,,,(,):(1),(2)(3),,28(SVM)Vapnik,,,(2009)[8]19,,,(2006)[9],:(1),,,(2)(3),∀#3SWOT分析及实证结果,,,,,,,;,,,,,;DEA,,,;,;CAF,,,;,,31SWOT,SWOT,1!16!20101SWOTTable1SWOTanalysisandcomparativeofvariousperformanceevaluationmodelsDEABSCCAFSVM,,:4Figure4Strengths,weaknesses,opportunitiesandthreatsofeachperformanceevaluationmodel4,DEA,,DEA;BSCCAF,BSCCAF;,1,,:!17!322008,:()222008Table2Theleadingteamsandleadingcadresattheevaluationdataanditsvaluein20082008/()()()()(%)11035.074770.043524.039.122279.073563.0164475.064.331610.071015.066431.096.34808.071008.010530.0102.951940.072002.062448.072.661295.07927.055207.0106.27710.07471.03364.013.88385.07739.02785.038.29360.07620.01473.027.210298.07120.01156.012.811420.07502.01502.033.012340.071265.02786.057.8,33Table3scoringofrelateddepartmentsofEducationalEvaluation2008/()()()()1775403027754030377540304775403057754018.5667754011.157775400.968775403.169775400.5110775400.9711775400.812775405.38!18!2010,,,,,44Table4MakingscoreslogarithmicforcountygovernmentleadershipappraisalSVMXX1X2X3X47.0817676.7277435.20794.4387614.0600987.068076.6913515.2506494.4760864.113827.0637676.700465.2016964.4341454.1475697.0456376.6567145.2354314.4719824.2583047.0212716.7661575.2481814.4645283.9209836.9573556.6994265.1633564.4142524.0859767.0554086.6982435.2662594.4391163.8693246.9953816.6231885.2005944.4317693.9064076.9902016.6166675.1926794.4286723.9118236.9714156.6081635.1756984.3881333.8575676.9667696.5705475.2318044.4281943.9390546.9359156.5488355.1781254.4032993.88424133,,55Figure5TheimageofLogarithmicvalueofperformancevariables5,,,34,,,,,,X1∗∗∗X4:X=0+1X1+2X2+3X3+4X4+et1X0X1X2SVMX3X4et4,TF5%,55Table5CorrelationAnalysisofmodelvariables******************************************************DependentvariableisLP12observationsusedforestimation******************************************************CoefficientStd.Errort-valuet-probPart.R^2Constant1.063671.5260.6970.5080.0649LX10.2699180.17131.580.1590.2618LX20.4052570.37631.080.3170.1421LX30.3828970.37061.030.3360.1323LX40.06103090.094290.6470.5380.0565******************************************************sigma0.0310665RSS0.00675591328R^20.749831F(4,7)5.245[0.028]*log-likelihood27.8662DW1.8no.ofobservations12no.ofparameters5mean(LX)7.01275var(LX)0.00225045******************************************************,:!19!constantcoefficientStd.Errort-valuett-proPart.R^2R^2F-,∀**#DW******************************************************,,:X=1.06+0.27X1+0.41X2+0.38X3+0.06X4(153)(017)(038)(037)(009)N=12R2=09935,X(),,SVM,,,,X()X2(SVM)X3()X1(),SVM(X2)X2,X,X1X4Xconstant106,X(exp(106+109),,X1,X2,X3,X41%,X027%,041%,038%,006%,,,,4结论,,,:(1),SVM,;(2),,,,:;(3),,:[1].[J].,2009(4).[2].--[J].,2009(4).[3].[D].,2004:58-88.[4].[D].,2007:175-181.[5].[D].,2006.[6]..[J].,2005-06.[7].[M].:,2009-02.[8],.[J].,2009(1).[9].[J].,2006(7).(31),:!31!-functionalproductdevelopment[J].JournalofProductInnovationManagement,1999,16(4):377-384.[33]IrelandR,HittM.Achievingandmaintainingstrategiccompetitivenessinthe21stcentury:Theroleofstrategicleadership[J].AcademyofManagementExecutive,1999,13(1):43-57.[34],,.[J].,2007(1):110-117.JusticeperceptioninR&Dteams,leadershipstyle,andtheireffectsontheinnovationLiuHeng,LiXiyao(SchoolofManagement,Xi%anJiaotongUniversity,Xi%an710049,China)Abstract:EnhancinginnovationthroughestablishingthesenseoffairnessinR&Dteamsisanimportantissueinthefirm%sinnovationmanagement.Basedontheperspectiveoforganizationaljusticetheory,therelationshipsamongproceduraljustice,distributivefairness,innovationinputandinnovationmodeselectionarediscussed.Thestudyshowsthattheproceduraljusticepromotesinnovationinputsandleadstomoreincrementalinnovation,whiledistributivefairnesspromotesinnovationinputsbutleadstomoreradicalinnovation.Inparticular,theproceduraljusticecontributesmoretotheinnovationinputsundertheleadershipoftransformationalstyle;whilethedistributivefairnesscontributesmoretoinnovationinputsundertheleadershipoftr