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�
ﺻﺭ
ﺗﺑ ﱡ
ﺗﻘﺭﻳﺭ�ﻋﻥ� John�Doe
ﺍﻟﺭﻣﺯ�ﺍﻟﻣﻌﺭﻑ� HC560419
ﱢ
ﺇﺑﺭﻳﻝ2016�, �,18
ﺍﻟﺗﺎﺭﻳﺦ�
ﺻﺭ
ﺗﺑ ﱡ
ﻣﻘﺩﻣﺔ
ﻓﻲ�ﻣﻛﺎﻥ�ﺍﻟﻌﻣﻝ�٬ﺑﻣﺎ ﻣﺔ�ﻫﻭﻗﺎﻥ�ﻟﻛﺷﻑ�ﺍﻟﺷﺧﺻﻳﺔ�ﻫﻭ�ﻣﻘﻳﺎﺱ�ﻟﻠﺷﺧﺻﻳﺔ�ﺍﻟﺳﻭﻳﺔ�ﺍﻟﺫﻱ�ﻳﺣﺗﻭﻱ�ﺳﺑﻊ�ﻣﻘﺎﻳﻳﺱ�ﺃﺳﺎﺳﻳﺔ�ﻭﺳﺕ�ﻣﻘﺎﻳﻳﺱ�ﻣﻬﻧﻳﺔ�ﻣﺳﺗﺧﺩﻣﺔ�ﻟﻭﺻﻑ�ﺃﺩﺍء�ﺍﻟﺳﻳﺩ��Doe
ﻓﻲ�ﺫﻟﻙ�ﺍﻟﻛﻳﻔﻳﺔ�ﺍﻟﺗﻲ�ﻳﺩﻳﺭ�ﺑﻬﺎ�ﺣﺎﻟﺔ�ﺍﻹﺟﻬﺎﺩ�ﻭﻳﺗﻔﺎﻋﻝ�ﺑﻬﺎ�ﻣﻊ�ﺍﻵﺧﺭﻳﻥ�ﻭﺍﻟﻛﻳﻔﻳﺔ�ﺍﻟﺗﻲ�ﻳﻘﺎﺭﺏ�ﺑﻬﺎ�ﻣﻬﺎﻡ�ﺍﻟﻌﻣﻝ�ﻭﻳﺣﻝ�ﺑﻬﺎ�ﺍﻟﻣﺷﺎﻛﻝ�.ﻓﻌﻠﻰ�ﺍﻟﺭﻏﻡ�ﻣﻥ�ﺃﻥ�ﻫﺫﺍ�ﺍﻟﺗﻘﺭﻳﺭ�ﻳﻌﺭﺽ
ً
ﻪ�ﻫﺫﺍ�ﺍﻟﺗﻘﺭﻳﺭ�ﺇﻟﻰ�ﻧﻘﺎﻁ�ﺍﻟﻘﻭﺓ�ﻓﺿﻼ�ﻋﻥ�ﺍﻟﻣﺟﺎﻻﺕ�ﺍﻟﺗﻲ�ﻳﺗﻌﻳﻥ ﻳﻧﺑ
ِ �ﺇﻻ�ﺃﻥ�ﻛﻝ�ﻣﻘﻳﺎﺱ�ﻳﺳﺎﻫﻡ�ﻓﻲ�ﺗﻭﺿﻳﺢ�ﺃﺩﺍء�ﺍﻟﺳﻳﺩ��.Doe
ﺗﺣﺳﻳﻧﻬﺎ�ﻭﻳﻭﻓﺭ�ﻧﻘﺎﻁ�ﻟﻠﻣﻧﺎﻗﺷﺔ�ﻟﺗﺷﻛﻳﻝ�ﻣﻼﺣﻅﺎﺕ�ﻣﺗﻌﻠﻘﺔ�ﺑﺎﻟﺷﺅﻭﻥ�ﺍﻟﺗﻁﻭﻳﺭﻳﺔ.
ﻓﻣﻥ�ﺍﻟﻣﻬﻡ�ﺍﻟﺗﺫﻛﺭ�ﺑﺄﻥ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﻌﻠﻳﺎ�ﻟﻳﺳﺕ�ﺑﺎﻟﺿﺭﻭﺭﺓ�ﺃﻓﺿﻝ�٬ﻭﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﺩﻧﻳﺎ�ﻟﻳﺳﺕ�ﺑﺎﻟﺿﺭﻭﺭﺓ�ﺃﺳﻭﺃ�.ﻓﺩﺭﺟﺔ�ﻛﻝ�ﻣﻘﻳﺎﺱ •
ﺗﻌﻛﺱ�ﻧﻘﺎﻁ�ﺍﻟﻘﻭﺓ�ﻭ َﻣﻭﺍﻁﻥ�ﺍﻟﺿﻌﻑ�ﺍﻟﻣﺗﻣﻳﺯﺓ.
ﻓﻲ�ﺳﻳﺎﻕ�ﺍﻟﺩﻭﺭ�ﺍﻟﻣﻬﻧﻲ�ﺍﻟﺫﻱ�ﻳﻧﺎﻁ�ﺑﻪ�ﺍﻟﺷﺧﺹ�ﻭﺫﻟﻙ�ﻻﺗﺧﺎﺫ�ﺍﻟﻘﺭﺍﺭ�ﻣﺎ�ﺇﺫﺍ�ﻛﺎﻧﺕ�ﻫﺫﻩ�ﺍﻟﺧﺻﺎﺋﺹ�ﺗﻣﺛﻝ�ﻧﻘﺎﻁ�ﻗﻭﺓ�ﺃﻭ�ﻣﺟﺎﻻﺕ�ﻟﺗﻁﻭﻳﺭ •
ﻣﺭﺗﻘﺏ.
ﻋﻠﻰ�ﻧﻣﻭﺫﺝ�ﺍﻟﺷﺧﺻﻳﺔ�ﺍﻟﻣﺗﻌﺎﺭﻑ�ﻋﻠﻳﻪ�ﻭﺍﻟﻣﺭﺗﻛﺯ�ﻋﻠﻰ�ﺍﻟﻌﻭﺍﻣﻝ�ﺍﻟﺧﻣﺳﺔ •
ﺗﻌﺎﺭﻳﻑ�ﺍﻟﻣﻘﺎﻳﻳﺱ
ﺗﻣﻳﻝ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﻌﻠﻳﺎ�ﻷﻥ� ُﺗﻌﺗﺑﺭ�ﺑﻣﺛﺎﺑﺔ ﺗﻣﻳﻝ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﺩﻧﻳﺎ�ﻷﻥ� ُﺗﻌﺗﺑﺭ�ﺑﻣﺛﺎﺑﺔ ﺍﺳﻡ�ﻣﻘﻳﺎﺱ�HPI
ﻫﺎﺩﺉ ﻣﺗﻘﺑﱢﻝ�ﻟﻠﻣﻼﺣﻅﺎﺕ
ﻣﺗﻣﺎﺳِ ﻙ�ﻟﺩﻯ�ﻣﻭﺍﺟﻬﺔ�ﺍﻟﺿﻐﻭﻁ ﻧﺯﻳﻪ�ﻭﺻﺎﺩِﻕ ﺍﻟﺗﻌﺩﻳﻝ
ﻏﻳﺭ�ﻣﺫﻋِ ﻥ�ﻟﻠﻣﻼﺣﻅﺎﺕ ﻣﺗﻘﻠﱢﺏ�ﺍﻟﻣﺯﺍﺝ�ﻭﻣﻧﺗﻘِﺩ�ﻟﻠﺫﺍﺕ
ُﻣﺣِﺏ�ﻟﻠﺧﺭﻭﺝ�ﺑﺭﻓﻘﺔ�ﺍﻵﺧﺭﻳﻥ ﻳﺟﻳﺩ�ﺍﻟﻌﻣﻝ�ﻣﻧﻔﺭﺩﺍً
ﻣﺣﺎﺩﺙ�ﺟﻳﺩ ﺻﺎﻣِﺕ ﺍﻻﻧﺩﻣﺎﺝ�ﺍﻻﺟﺗﻣﺎﻋﻲ�ﺍﻟﻌﻣﻠﻲ
ﺳﺎﻉ�ﻟﺟﺫﺏ�ﺍﻧﺗﺑﺎﻩ�ﺍﻵﺧﺭﻳﻥ
ٍ ﻣﺗﻔﺎﻋﻝ�ﺍﺟﺗﻣﺎﻋﻳﺎ ً
ﻭﺩﻭﺩ ﻭﺍﺿﺢ�ﻭﺻﺭﻳﺢ
ﺣﻣﻳﻡ ﻋﻠﻰ�ﺍﺳﺗﻌﺩﺍﺩ�ﻟﻣﻭﺍﺟﻬﺔ�ﺍﻵﺧﺭﻳﻥ ﺍﻹﺣﺳﺎﺱ�ﺑﺎﻵﺧﺭﻳﻥ
ﻣﺗﺟ ﱢﻧﺏ�ﻟﻠﻧﺯﺍﻋﺎﺕ ﻏﻳﺭ�ﻭﺩﻱ�ﻭﺻﻌﺏ�ﺍﻟﻣﺭﺍﺱ
ﱠ
ﻣﻧﻅﻡ ﻣﺭﻥ
ﻳﻣﻛﻥ�ﺍﻻﻋﺗﻣﺎﺩ�ﻋﻠﻳﻪ ﻭﺍﺳﻊ�ﺃﻓﻕ�ﺍﻟﺗﻔﻛﻳﺭ ﺍﻟﺗﺣ ﱡﻔﻅ
ﻣﺗﻌﻧﺕ ﻣﻧﺩﻓِﻊ
ﻭﺍﺳﻊ�ﺍﻟﺧﻳﺎﻝ ﻋﻣﻠﻲ
ﺳﺭﻳﻊ�ﺍﻟﺑﺩﻳﻬﺔ ﻻ�ﻳﺿﺟَ ﺭ�ﺑﺳﻬﻭﻟﺔ ﺍﻟﺷﺧﺻﻳﺔ�ﺍﻟﻣﺳﺗﻁﻠِﻌﺔ
ﻣﻧ ﱢﻔﺫ�ﺳﻲء ﻏﻳﺭ�ﻣﺑﺗﻛِﺭ
ﻣﻬﺗﻡ�ﺑﺎﻟﺗﻌﻠﻡ ﻣﺗﻌﻠﻡ�ﺑﺎﻟﺗﺩﺭﻳﺏ�ﺍﻟﻌﻣﻠﻲ
ﺫﻭ�ﺑﺻﻳﺭﺓ ﻳﺭﻛﺯ�ﻋﻠﻰ�ﻣﺻﺎﻟﺣﻪ ﻧﻬﺞ�ﺍﻟﺗﻌﻠﻡ
ﻏﻳﺭ�ﻣﺗﺳﺎﻫﻝ�ﻣﻊ�ﻣﻥ�ﻫﻡ�ﺃﻗﻝ�ﺍﻁﻼﻋﺎ ً ﻣﺗﺟ ﱢﻧﺏ�ﻟﻠﺗﻛﻧﻭﻟﻭﺟﻳﺎ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻭﺟﺯ�ﺍﻟﺗﻧﻔﻳﺫﻱ
ﻭﺑﻧﺎءﺍً�ﻋﻠﻰ�ﻣﺗﺎﺑﻌﺗﻪ�ﻳﻭﻣﺎً�ﺑﻌﺩ�ﻳﻭﻡ�٬ﻳﺑﺩﻭ�ﻭﺃﻧﻪ� ﻋﻠﻰ�ﺍﺧﺗﺑﺎﺭ�ﻗﺎﺋﻣﺔ�ﻫﻭﻗﺎﻥ�ﻟﻠﺷﺧﺻﻳﺔ��٬ HPI
ﻳﻣﻛﻥ�ﺗﺑﺎﺩﻝ�ﺍﻷﺣﺎﺩﻳﺙ�ﻣﻌﻪ�ﻓﻬﻭ�ﻣﺣﺎﺩﺙ�ﺟﻳﺩ�ﻭﻳﻘﺎﺑﻝ�ﺍﻟﻐﺭﺑﺎء�ﺑﺎﺭﺗﻳﺎﺡ�.ﻗﺩ�ﻻ�ﻳﺭﻭﻕ�ﻟﻪ�ﺃﻳﺿﺎً�ﺍﻟﻌﻣﻝ�ﻣﻧﻔﺭﺩﺍً. •
ﱠ
ﺢ�ﺃﻧﻪ�ﻣﺗﻌﻧﺕ�ﺑﻌﺽ�ﺍﻟﺷﻲء�ﻏﻳﺭ�ﺃﻧﻪ�ﻣﻭﺍﻁﻥ�ﻣﻧﻅﻡ�ﻭ�ﺟﻳﺩ. ﻣﺗﺣﻣﱢﻝ�ﻟﻠﻣﺳﺅﻭﻟﻳﺔ�ﻭﻣﻬﺗﻡ�ﺑﺎﻟﺗﻔﺎﺻﻳﻝ�ﻭﻣﺳﺗﺟﻳﺏ�ﻟﻺﺷﺭﺍﻑ�ﺍﻟﺩﻗﻳﻕ�.ﻓﻣﻥ�ﺍﻟﻣﺭﺟﱠ •
�ﻏﻳﺭ�ﻋﻣﻠﻲ�ﻭﻧﺎﻓﺫ�ﺍﻟﺻﺑﺭ�ﺗﺟﺎﻩ�ﺍﻟﺗﻔﺎﺻﻳﻝ�ﻭﻳﺿﺟﺭ�ﺑﺳﻬﻭﻟﺔ.
َ ﺗﻭّ ﺍﻕ�ﻟﻠﻣﻌﺭﻓﺔ�ﻭﺍﺑﺗﻛﺎﺭﻱ�ﻭﺇﺑﺩﺍﻋﻲ�ﻭﺣﻠﻳﻡ�ﻭﻭﺍﺳﻊ�ﺃﻓﻕ�ﺍﻟﺗﻔﻛﻳﺭ�.ﻗﺩ�ﻳﺑﺩﻭ�ﺃﻳﺿﺎُ�ﺷﺧﺻﺎ ً •
ﱠ
�ﻓﻲ�ﺑﻳﺋﺎﺕ�ﺍﻟﺗﻌﻠﻡ�ﺍﻟﻣﻧﻅﻡ�ﺃﻭ�ﺍﻟﺗﺩﺭﻳﺏ�ﻭﻗﺩ�ﻳﺟﺩ�ﻣﻥ�ﺍﻟﺻﻌﻭﺑﺔ�ﺑﺎﻟﻣﻛﺎﻥ�ﻓﻬﻡﻭﺍﺳﻊ�ﺍﻟﻣﻌﺎﺭﻑ�ﻭﻣﻭﺍﻛﺏ�ﻵﺧﺭ�ﺍﻟﻣﺳﺗﺟﺩﺍﺕ�ﻭﻣﻬﺗﻡ�ﺑﺎﻟﺗﻌﻠﻡ�.ﻓﻣﻥ�ﺍﻟﻣﺭﺟّ ﺢ�ﺃﻧﻪ�ﻳُﺑﻠﻲ�ﺑﻼءﺍً�ﺣﺳﻧﺎ ً •
ﺍﻷﺷﺧﺎﺹ�ﺍﻟﺫﻳﻥ�ﻟﻳﺱ�ﻟﺩﻳﻬﻡ�ﺃﻱ�ﺍﻫﺗﻣﺎﻡ�ﺑﺎﻟﺗﻌﻠﻡ�ﺍﻟﻣﻧﻬﺟﻲ.
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﺩﺭﺟﺎﺕ�ﺑﺎﻟﻧﺳﺑﺔ�ﺍﻟﻣﺋﻭﻳﺔ
ﺍﻟﻣﺣﺻﻠﺔ�ﻭﻓﻕ ﻓﻌﻠﻰ�ﺳﺑﻳﻝ�ﺍﻟﻣﺛﺎﻝ�٬ﺗﺷﻳﺭ�ﺍﻟﺩﺭﺟﺔ��75 ﺑﺔ�ﺍﻟﻣﺋﻭﻳﺔ�ﺇﻟﻰ�ﻧﺳﺑﺔ�ﺍﻷﺷﺧﺎﺹ�ﺍﻟﺫﻳﻥ�ﺳﻳﻧﺎﻟﻭﻥ�ﺩﺭﺟﺎﺕ�ﻣﻣﺎﺛﻠﺔ�ﺃﻭ�ﺃﺩﻧﻰ�ﻣﻥ�ﺍﻟﺳﻳﺩ��.Doe
ﻣﻥ�ﺍﻷﺷﺧﺎﺹ. ﺃﻋﻠﻰ�ﻣﻥ�ﺗﻠﻙ�ﺍﻟﺗﻲ�ﺳﻳﺣﺻﻝ�ﻋﻠﻳﻬﺎ�ﻗﺭﺍﺑﺔ��%75 ﺭﺯﻫﺎ�ﺍﻟﺳﻳﺩ��Doe
ُﺗ
ﺩﻧﻳﺎﻌﺗ َﺑﺭ�ﺍﻟﺩﺭﺟﺎﺕ�ﻣﻥ� �0ﺇﻟﻰ�25 •
ُﺗ
ﻣﺎ�ﺩﻭﻥ�ﺍﻟﻣﺗﻭﺳﻁﻌﺗ َﺑﺭ�ﺍﻟﺩﺭﺟﺎﺕ�ﻣﻥ� �26ﺇﻟﻰ�50 •
ُﺗ
ﻓﻭﻕ�ﺍﻟﻣﺗﻭﺳﻁﻌﺗ َﺑﺭ�ﺍﻟﺩﺭﺟﺎﺕ�ﻣﻥ� �51ﺇﻟﻰ�75 •
ﻋﻠﻳﺎ ُﺗﻌﺗ َﺑﺭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻷﻋﻠﻰ�ﻣﻥ�76 •
ﺍﻟﺗﻌﺩﻳﻝ
98
ﺍﻟﻁﻣﻭﺡ
73
ﺍﻻﻧﺩﻣﺎﺝ�ﺍﻻﺟﺗﻣﺎﻋﻲ�ﺍﻟﻌﻣﻠﻲ
74
ﺍﻹﺣﺳﺎﺱ�ﺑﺎﻵﺧﺭﻳﻥ
69
ﺍﻟﺗﺣ ﱡﻔﻅ
72
ﺍﻟﺷﺧﺻﻳﺔ�ﺍﻟﻣﺳﺗﻁﻠِﻌﺔ
90
ﻧﻬﺞ�ﺍﻟﺗﻌﻠﻡ
73
ﺍﻟﻣﻌﻳﺎﺭ��Global ﻫﺫﺍ�ﺍﻟﺗﻘﺭﻳﺭ�ﺻﺣﻳﺢ�ﻭﻗﺎﺑﻝ�ﻟﻠﺗﻔﺳﻳﺭ.
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺍﻟﺗﻌﺩﻳﻝ
98
ﺍﻟﻭﺻﻑ
ُﻧﺑﺊ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﻌﺩﻳﻝ�ﺑﻘﺩﺭﺓ�ﺍﻟﻣﺭء�ﻋﻠﻰ�ﺍﻟﺗﻌﺎﻣﻝ�ﻣﻊ�ﺍﻹﺟﻬﺎﺩ�ﻭﺍﻟﺗﺣﻛﻡ�ﺑﺎﻟﻣﺷﺎﻋﺭ�ﻭﺍﻹﺻﻐﺎء�ﺇﻟﻰ�ﺍﻟﻣﻼﺣﻅﺎﺕ.
ﻳ ِ
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﻌﺩﻳﻝ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﻣﻳﻝ�ﺇﻟﻰ� ﺳﻳﺩ��Doe
ﺃﻥ�ﻳﻛﻭﻥ�ﻏﻳﺭ�ﻣﺗﺄﺛﺭﺍً�ﺑﺎﻟﺑﻳﺋﺎﺕ�ﺍﻟﻔﻭﺿﻭﻳﺔ�ﻭﺃﻋﺑﺎء�ﺍﻟﻌﻣﻝ�ﺍﻟﺛﻘﻳﻠﺔ •
ﺃﻥ�ﻳﻛﻭﻥ�ﻫﺎﺩﺋﺎً�ﻭﻭﺍﺛﻘﺎً�ﻓﻲ�ﺍﻟﻅﺭﻭﻑ�ﺍﻟﻣ ِ
ُﺟﻬﺩﺓ •
ﺃﻥ�ﻳُﻔ َﻬﻡ�ﻭﻛﺄﻧﻪ�ﺭﺑﻣﺎ�ﺷﺧﺹ�ﻣﺗﻛﺑﱢﺭ •
ﺗﺟﺎﻫﻝ�ﺃﺧﻁﺎء�ﺍﻟﻣﺎﺿﻲ •
ﻣﻘﺎﻭﻣﺔ�ﺃﻭ�ﺭﻓﺽ�ﺍﻟﻣﻼﺣﻅﺎﺕ •
ﻧﻘﺎﻁ�ﻟﻠﻣﻧﺎﻗﺷﺔ
ﺗﻡ�ﺗﺻﻣﻳﻡ�ﻧﻘﺎﻁ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﺃﺩﻧﺎﻩ�ﻟﺗﺳﻬﻳﻝ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﻣﻊ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﺗﺧﺻﱢﺹ�ﻭﺫﻟﻙ�ﻟﺗﻘﺻﻲ�ﻧﺗﺎﺋﺞ�ﺍﻟﺗﻘﻳﻳﻡ�ﻭﺍﻟﺗﻔﻛﻳﺭ�ﺑﻔﺭﺹ�ﺇﺟﺭﺍء�ﺍﻟﺗﻁﻭﻳﺭ�ﺍﺳﺗﻧﺎﺩﺍً�ﺇﻟﻰ�ﺳﻳﺎﻕ�ﺍﻟﺩﻭﺭ
ﺍﻟﺫﻱ�ﻳﺗﺑﻭﺅﻩ�ﺍﻟﻣﺷﺎﺭﻙ.
ِ
ﻗﻡ�ﺑﻭﺻﻑ�ﻣﻘﺎﺭﺑﺗﻙ�ﺍﻟﺧﺎﺻﺔ�ﻟﻠﺗﻌﺎﻣﻝ�ﻣﻊ�ﺍﻹﺟﻬﺎﺩ�ﺍﻟﻧﺎﺟﻡ�ﻋﻥ�ﺍﻟﻌﻣﻝ. •
ﻣﺗﻰ�ﻭﻛﻳﻑ�ﻳﻛﻭﻥ�ﻣﻧﺎﺳﺑﺎً�ﺍﻟﺳﻌﻲ�ﻟﺗﻠﻘﻲ�ﻣﻼﺣﻅﺎﺕ�ﺑﺷﺄﻥ�ﺃﺩﺍﺋﻙ�ﻟﻭﻅﻳﻔﺗﻙ ؟ •
ﻛﻳﻑ�ﺗﺅﺛﺭ�ﻋﻠﻳﻙ�ﺃﻣﺯﺟﺔ�ﺯﻣﻼﺋﻙ�ﻓﻲ�ﺍﻟﻌﻣﻝ ؟ •
ً
ﻛﻳﻑ�ﺗﺳﺗﺟﻳﺏ�ﺇﺟﻣﺎﻻ�ﻟﺗﻠﻙ�ﺍﻟﻣﻼﺣﻅﺎﺕ�ﺍﻟﺗﻲ�ﻳﻌﻁﻳﻙ�ﺇﻳﺎﻫﺎ�ﺍﻵﺧﺭﻭﻥ ؟ •
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً
ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﺗﻠﻙ�ﺍﻟﺧﺻﺎﺋﺹ�ﺍﻟﻔﺭﻳﺩﺓ
ﺍﻟﺗﻲ�ﺗﻣﺗﺎﺯ�ﺑﻬﺎ�ﺷﺧﺻﻳﺔ�ﺍﻟﺳﻳﺩ�.Doe
ﻏﻳﺭ�ﻣﻧﺷﻐﻝ�ﺍﻟﺑﺎﻝ ﺍﻟﺗﻌﺎﻁﻑ
4 3 2 1 ﺍﻧﻌﺩﺍﻡ�ﺍﻟﻘﻠﻕ
5 4 3 2 1 ﻏﻳﺎﺏ�ﺳﺭﻋﺔ�ﺍﻻﺳﺗﺛﺎﺭﺓ
ﺍﻟﻬﺩﻭء ﻋﺩﻡ�ﺍﻟﺷﻌﻭﺭ�ﺑﺎﻟﺫﻧﺏ
4 3 2 1 ﻋﺩﻡ�ﻭﺟﻭﺩ�ﺍﻻﻧﻔﻌﺎﻟﻳﺔ
6 5 4 3 2 1 ﻏﻳﺎﺏ�ﺍﻟﺗﺄﺳﻑ
ﺍﻧﻌﺩﺍﻡ�ﺍﻟﺷﻛﺎﻭﻯ ﻣﻌﺗﺩﻝ�ﺍﻟﻣﺯﺍﺝ
5 4 3 2 1 ﻻ�ﻳﺗﺫﻣﺭ
5 4 3 2 1 ﻏﻳﺭ�ﻣﺗﻘﻠﱢﺏ�ﺃﻭ�ﺣﺎﺩ�ﺍﻟﻣﺯﺍﺝ
ﺗﻌﻠﱡﻕ�ﺟﻳﺩ ﻳﺄﺗﻣﻥ
5 4 3 2 1 ﻋﻼﻗﺎﺕ�ﺟﻳﺩﺓ�ﻣﻊ�ﺭﻣﻭﺯ�ﺍﻟﺳُﻠﻁﺔ
3 2 1 ﻏﻳﺭ�ﻣﺗﺷﻛﻙ�ﺃﻭ�ﻣﺭﺗﺎﺏ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺍﻟﻁﻣﻭﺡ
73
ﺍﻟﻭﺻﻑ
ُﻧﺑﺊ�ﻣﻘﻳﺎﺱ�ﺍﻟﻁﻣﻭﺡ�ﺑﻛﻝ�ﻣﻥ�ﺍﻟﻘﻳﺎﺩﺓ�ﻭﺍﻟﺩﺍﻓﻊ�ﻭﺍﻟﺗﻧﺎﻓﺳﻳﺔ�ﻭﺍﻟﻣﺑﺎﺩﺭﺓ.
ﻳ ِ
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﻁﻣﻭﺡ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﻣﻳﻝ�ﺇﻟﻰ� ﺳﻳﺩ��Doe
ﺃﻧﻪ�ﻳﺑﺩﻭ�ﻧﺷﻳﻁﺎً�ﻭﻣﻔﻌﻣﺎً�ﺑﺎﻟﺣﻳﻭﻳﺔ •
ﺃﺧﺫ�ﺯﻣﺎﻡ�ﺍﻟﻣﺑﺎﺩﺭﺓ�ﻭﻗﻳﺎﺩﺓ�ﺍﻟﻣﺷﺎﺭﻳﻊ�ﺍﻟﺟﻣﺎﻋﻳﺔ •
ﺍﻟﻣﺷﺎﺭﻛﺔ�ﻓﻲ�ﺍﻟﺳﻳﺎﺳﺎﺕ�ﺍﻟﻣﻛﺗﺑﻳﺔ�ﻭﺃﺧﺫ�ﻣﻭﺍﻗﻑ�ﺣﻳﺎﻝ�ﺍﻟﻘﺿﺎﻳﺎ •
ﺃﻥ�ﻳﻐﺩﻭ�ﻏﻳﺭ�ﻫﺎﺩﺉ�ﺍﻟﺑﺎﻝ�ﺑﺗﻠﻙ�ﺍﻟﻣﻧﺎﺻﺏ�ﺍﻟﺗﻲ�ﻻ�ﺗﻭﺟﺩ�ﻣﻌﻬﺎ�ﻓﺭﺹ�ﻟﻠﺗﺭﻗﻳﺔ •
ﻧﻘﺎﻁ�ﻟﻠﻣﻧﺎﻗﺷﺔ
ً
ﺗﻡ�ﺗﺻﻣﻳﻡ�ﻧﻘﺎﻁ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﺃﺩﻧﺎﻩ�ﻟﺗﺳﻬﻳﻝ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﻣﻊ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﺗﺧﺻﱢﺹ�ﻭﺫﻟﻙ�ﻟﺗﻘﺻﻲ�ﻧﺗﺎﺋﺞ�ﺍﻟﺗﻘﻳﻳﻡ�ﻭﺍﻟﺗﻔﻛﻳﺭ�ﺑﻔﺭﺹ�ﺇﺟﺭﺍء�ﺍﻟﺗﻁﻭﻳﺭ�ﺍﺳﺗﻧﺎﺩﺍ�ﺇﻟﻰ�ﺳﻳﺎﻕ�ﺍﻟﺩﻭﺭ
ﺍﻟﺫﻱ�ﻳﺗﺑﻭﺅﻩ�ﺍﻟﻣﺷﺎﺭﻙ.
ِ
ً
ﻣﺎ�ﺍﻟﺩﻭﺭ�ﺍﻟﺫﻱ�ﺗﺗﺑﻭﺅﻩ�ﺇﺟﻣﺎﻻ�ﻓﻲ�ﺍﻟﻣﺷﺎﺭﻳﻊ�ﺍﻟﺗﻲ�ﻻ�ﻳﻭﺟﺩ�ﻓﻳﻬﺎ�ﻣﻥ�ﻗﺎﺋﺩ�ﺩﺍﺋﻡ� ؟ •
ﻣﺗﻰ�ﻭﻛﻳﻑ�ﻳﻛﻭﻥ�ﻣﻧﺎﺳﺑﺎً�ﺍﻻﻧﺧﺭﺍﻁ�ﻓﻲ�ﺍﻟﺳﻳﺎﺳﺎﺕ�ﺍﻟﻣﻛﺗﺑﻳﺔ�ﻟﻠﺣﺻﻭﻝ�ﻋﻠﻰ�ﺗﺭﻗﻳﺔ�ﻣﻬﻧﻳﺔ� ؟ •
ﺇﻟﻰ�ﺃﻱ�ﻣﺩﻯ�ﺗﻣﻳﻝ�ﻷﻥ�ﺗﻛﻭﻥ�ﺗﻧﺎﻓﺳﻳﺎً�ﻣﻊ�ﺯﻣﻼﺋﻙ؟�ﺃﻳﺿﺭ�ﺃﻡ�ﻳﺳﺎﻋﺩ�ﻫﺫﺍ�ﺍﻷﻣﺭ�ﻣﺳﻳﺭﺗﻙ�ﺍﻟﻣﻬﻧﻳﺔ ؟ •
ﻛﻳﻑ�ﺗﺳﻌﻰ�ﻭﺭﺍء�ﻭﺗﻼﺣﻕ�ﻓﺭﺹ�ﺍﻟﺗﺭﻗﻲ�ﺍﻟﻭﻅﻳﻔﻲ ؟ •
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻ
ﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﺗﻠﻙ�ﺍﻟﺧﺻﺎﺋﺹ�ﺍﻟﻔﺭﻳﺩﺓ
ﺍﻟﺗﻲ�ﺗﻣﺗﺎﺯ�ﺑﻬﺎ�ﺷﺧﺻﻳﺔ�ﺍﻟﺳﻳﺩ�.Doe
ﻭﺍﺛﻕ�ﺑﻧﻔﺳﻪ ﺗﻧﺎﻓﺳﻲ
3 2 1 ﺍﻟﺛﻘﺔ�ﺑﺎﻟﺫﺍﺕ
5 4 3 2 1 َ
ﻣﺗﺳﻡ�ﺑﺎﻟﺗﻧﺎﻓﺳﻳﺔ�ﻭﻁﻣﻭﺡ�ﻭﻣﺛﺎﺑﺭ
ﺍﻟﻘﻳﺎﺩﺓ ﺍﻹﻧﺟﺎﺯ
6 5 4 3 2 1 ﺍﻟﻣﻳﻝ�ﻟﺗﺑﻭء�ﻣﻧﺎﺻﺏ�ﻗﻳﺎﺩﻳﺔ
6 5 4 3 2 1 ﺍﻟﺭﺿﻰ�ﺑﺄﺩﺍﺋﻪ
ﺑﻼ�ﻗﻠﻕ�ﺍﺟﺗﻣﺎﻋﺎﺕ�ﺍﻟﻌﻣﻠﻲ ﺍﻟﻬﻭﻳﺔ
6 5 4 3 2 1 ﺍﻟﺛﻘﺔ�ﺑﺎﻟﻧﻔﺱ�ﺍﺟﺗﻣﺎﻋﻳﺎ ً 3 2 1 ﺍﻟﺭﺿﻰ�ﺑﻣﻬﺎﻡ�ﺣﻳﺎﺗﻪ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺍﻻﻧﺩﻣﺎﺝ�ﺍﻻﺟﺗﻣﺎﻋﻲ�ﺍﻟﻌﻣﻠﻲ
74
ﺍﻟﻭﺻﻑ
ُﻧﺑﺊ�ﻣﻘﻳﺎﺱ�ﺍﻻﻧﺩﻣﺎﺝ�ﺍﻻﺟﺗﻣﺎﻋﻲ�ﺍﻫﺗﻣﺎﻡ�ﺍﻟﺷﺧﺹ�ﺑﺎﻟﺗﻔﺎﻋﻝ�ﺍﻻﺟﺗﻣﺎﻋﻲ�ﺍﻟﻌﻣﻠﻲ�ﺍﻟﻣﺗﻛﺭﺭ�ﻭﺍﻟﻣﺗﻧﻭﻉ.
ﻳ ِ
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻻﻧﺩﻣﺎﺝ�ﺍﻻﺟﺗﻣﺎﻋﻲ�ﺍﻟﻌﻣﻠﻲ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﺑﺩﻭ�
ﻣُﺣﺑﺎً�ﻟﻠﺧﺭﻭﺝ�ﺑﺭﻓﻘﺔ�ﺍﻵﺧﺭﻳﻥ�ﻭﻋﻠﻰ�ﺍﺳﺗﻌﺩﺍﺩ�ﻟﻺﺳﻬﺎﻡ�ﻓﻲ�ﺍﻟﻣﻭﺍﻗﻑ�ﺍﻻﺟﺗﻣﺎﻋﻳﺔ •
ﻣﺣﺎﺩِﺛﺎً�ﺟﻳﺩﺍً�ﻭﻳﻣﻛﻥ�ﺗﺑﺎﺩﻝ�ﺍﻷﺣﺎﺩﻳﺙ�ﻣﻌﻪ •
ﺃﻧﻪ�ﻳﺳﺗﻣﺗﻊ�ﺟﺩﺍً�ﺣﻳﻧﻣﺎ�ﻳﻛﻭﻥ�ﻣﺭﻛﺯ�ﺍﻫﺗﻣﺎﻡ�ﺍﻵﺧﺭﻳﻥ •
ﺃﻧﻪ�ﻳﻌﻣﻝ�ﺑﺎﺭﺗﻳﺎﺡ�ﻣﻊ�ﺍﻟﻧﺎﺱ�ﻭﻳﺗﻔﺎﻋﻝ�ﻣﻊ�ﺍﻟﻐﺭﺑﺎء •
ﻧﻘﺎﻁ�ﻟﻠﻣﻧﺎﻗﺷﺔ
ً
ﺗﻡ�ﺗﺻﻣﻳﻡ�ﻧﻘﺎﻁ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﺃﺩﻧﺎﻩ�ﻟﺗﺳﻬﻳﻝ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﻣﻊ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﺗﺧﺻﱢﺹ�ﻭﺫﻟﻙ�ﻟﺗﻘﺻﻲ�ﻧﺗﺎﺋﺞ�ﺍﻟﺗﻘﻳﻳﻡ�ﻭﺍﻟﺗﻔﻛﻳﺭ�ﺑﻔﺭﺹ�ﺇﺟﺭﺍء�ﺍﻟﺗﻁﻭﻳﺭ�ﺍﺳﺗﻧﺎﺩﺍ�ﺇﻟﻰ�ﺳﻳﺎﻕ�ﺍﻟﺩﻭﺭ
ﺍﻟﺫﻱ�ﻳﺗﺑﻭﺅﻩ�ﺍﻟﻣﺷﺎﺭﻙ.
ِ
ﻛﻡ�ﻣﻬ ٌﻡ�ﻟﻛﻝ�ﻋﺿﻭ�ﻣﻥ�ﺍﻟﻔﺭﻳﻕ�ﺍﻟﻣﺳﺎﻫﻣﺔ�ﻓﻲ�ﺍﺟﺗﻣﺎﻋﺎﺕ�ﺍﻟﻌﻣﻝ ؟ •
ﻛﻳﻑ�ﺗﻭﺍﺯﻥ�ﺑﻳﻥ�ﺍﻟﺗﻛﻠﻡ�ﻭﺍﻹﺻﻐﺎء�ﻟﻼﻧﺧﺭﺍﻁ�ﻓﻲ�ﺗﻭﺍﺻﻝ�ﻓﻌّﺎﻝ ؟
ِ •
ﻫﻝ�ﺗﻣﻳﻝ�ﻟﻠﻌﻣﻝ�ﻋﻠﻰ�ﻧﺣﻭ�ﺃﻓﺿﻝ�ﺿﻣﻥ�ﺍﻟﻣﺷﺎﺭﻳﻊ�ﺍﻟﺟﻣﺎﻋﻳﺔ�ﺃﻡ�ﺍﻟﻔﺭﺩﻳﺔ؟�ﻭﻟﻣﺎﺫﺍ ؟ •
ﻛﻳﻑ�ﻳﻣﻛﻧﻙ�ﺗﺄﺳﻳﺱ�ﻭﺍﻟﺣﻔﺎﻅ�ﻋﻠﻰ�ﺷﺑﻛﺔ�ﻣﻥ�ﺍﻟﻌﻼﻗﺎﺕ ؟
َ •
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻ
ﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﺗﻠﻙ�ﺍﻟﺧﺻﺎﺋﺹ�ﺍﻟﻔﺭﻳﺩﺓ
ﺍﻟﺗﻲ�ﺗﻣﺗﺎﺯ�ﺑﻬﺎ�ﺷﺧﺻﻳﺔ�ﺍﻟﺳﻳﺩ�.Doe
ُﻳﺣِﺏ�ﺍﻟﺣﺷﻭﺩ ُﻳﺣِﺏ�ﺍﻟﺣﻔﻼﺕ
4 3 2 1 ﻳﺟﺩ�ﺍﻟﺣﺷﻭﺩ�ﺍﻟﻛﺑﻳﺭﺓ�ﻣﺛﻳﺭﺓ
5 4 3 2 1 ﻳﺳﺗﻣﺗﻊ�ﺑﺎﻟﻠﻘﺎءﺍﺕ�ﺍﻻﺟﺗﻣﺎﻋﻳﺔ
ﺍﺳﺗﻌﺭﺍﺿﻲ ﺳﺎﻉ�ﻭﺭﺍء�ﺗﺟﺎﺭﺏ�ﺟﺩﻳﺩﺓ
ٍ
5 4 3 2 1 ﻳﺳﻌﻰ�ﻟﺟﺫﺏ�ﺍﻻﻧﺗﺑﺎﻩ
6 5 4 3 2 1 ﺗﻔﺿﻳﻝ�ﺍﻟﺗﻧﻭﻉ�ﻭﺍﻟﺗﺣﺩﻱ
ﻣﺳﻝ ﱟ
4 3 2 1 ﻣﺣﺑﺏ�ﺇﻟﻰ�ﺍﻟﻧﻔﺱ�ﻭﻣﺅﺍﻧِﺱ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺍﻹﺣﺳﺎﺱ�ﺑﺎﻵﺧﺭﻳﻥ
69
ﺍﻟﻭﺻﻑ
ُﻧﺑﺊ�ﻣﻘﻳﺎﺱ�ﺍﻹﺣﺳﺎﺱ�ﺑﺎﻵﺧﺭﻳﻥ�ﺑﻛﻝ�ﻣﻥ�ﺍﻟﺗﺣﺑﺏ�ﺇﻟﻰ�ﺍﻟﻧﻔﺱ�ﻭﺍﻟﻣﻌﺎﻣﻠﺔ�ﺑﺩﻑء�ﻭﺍﻟﻠﺑﺎﻗﺔ�ﻭﺍﻟﻣﻬﺎﺭﺓ�ﺍﻻﺟﺗﻣﺎﻋﻳﺔ.
ﻳ ِ
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻹﺣﺳﺎﺱ�ﺑﺎﻵﺧﺭﻳﻥ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﺑﺩﻭ� �D
ﻣﺩﺭﻛﺎً�ﻭﺫﺍ�ﺑﺻﻳﺭﺓ�ﻭﺣﺳﺎﺳﺎً�ﺗﺟﺎﻩ�ﻣﺷﺎﻋﺭ�ﺍﻟﻧﺎﺱ
ِ •
ﻣﺩﺭﻛﺎً�ﻻﺣﺗﻳﺎﺟﺎﺕ�ﺍﻵﺧﺭﻳﻥ
ِ •
ﺃﻧﻪ�ﻳﺩﻳﺭ�ﺍﻟﻌﻼﻗﺎﺕ�ﺑﺷﻛﻝ�ﺟﻳﺩ�ﻭﻳﻧﺳ ِﺟﻡ�ﺑﺳﺭﻋﺔ�ﻣﻊ�ﻣﺟﻣﻭﻋﺔ�ﻭﺍﺳﻌﺔ�ﻣﻥ�ﺍﻟﻧﺎﺱ •
ﻏﻳﺭ�ﻣﺳﺗﻌﺩﺍً�ﻟﻣﻭﺍﺟﻬﺔ�ﺫﻭﻱ�ﺍﻷﺩﺍء�ﺍﻟﺳﻲء •
ﻧﻘﺎﻁ�ﻟﻠﻣﻧﺎﻗﺷﺔ
ً
ﺗﻡ�ﺗﺻﻣﻳﻡ�ﻧﻘﺎﻁ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﺃﺩﻧﺎﻩ�ﻟﺗﺳﻬﻳﻝ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﻣﻊ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﺗﺧﺻﱢﺹ�ﻭﺫﻟﻙ�ﻟﺗﻘﺻﻲ�ﻧﺗﺎﺋﺞ�ﺍﻟﺗﻘﻳﻳﻡ�ﻭﺍﻟﺗﻔﻛﻳﺭ�ﺑﻔﺭﺹ�ﺇﺟﺭﺍء�ﺍﻟﺗﻁﻭﻳﺭ�ﺍﺳﺗﻧﺎﺩﺍ�ﺇﻟﻰ�ﺳﻳﺎﻕ�ﺍﻟﺩﻭﺭ
ﺍﻟﺫﻱ�ﻳﺗﺑﻭﺅﻩ�ﺍﻟﻣﺷﺎﺭﻙ.
ِ
ﻗﻡ�ﺑﻭﺻﻑ�ﻣﻘﺎﺭﺑﺗﻙ�ﻟﻣﻭﺍﺟﻬﺔ�ﻗﺿﺎﻳﺎ�ﺍﻷﺩﺍء�ﺍﻟﺳﻠﺑﻲ�ﺍﻟﻣﺗﻭﺍﺟﺩ�ﻟﺩﻯ�ﺍﻵﺧﺭﻳﻥ.
َ •
ﻛﻳﻑ�ﺗﻣﻳﻝ�ﺇﻟﻰ�ﻣﻭﺍﺯﻧﺔ�ﻣﺷﺎﻋﺭ�ﺯﻣﻼء�ﻋﻣﻠﻙ�ﻣﻊ�ﻣﺗﻁﻠﺑﺎﺕ�ﻫﺫﺍ�ﺍﻟﻌﻣﻝ ؟ •
ﺇﻟﻰ�ﺃﻱ�ﻣﺩﻯ�ﺗﺷﻌﺭ�ﺃﻧﻪ�ﻣﻥ�ﺍﻟﻣﻬﻡ�ﻋﻠﻰ�ﺍﻟﺯﻣﻼء�ﻓﻲ�ﺍﻟﻌﻣﻝ�ﻣﺣﺑﺗﻬﻡ�ﻟﺑﻌﺿﻬﻡ�ﺍﻟﺑﻌﺽ ؟ •
ﻣﺎ�ﻫﻲ�ﻣﻘﺎﺭﺑﺗﻙ�ﻟﺗﻁﻭﻳﺭ�ﻋﻼﻗﺎﺕ�ﻣﻊ�ﺍﻟﻌﻣﻼء�ﺍﻟﺩﺍﺧﻠﻳﻳﻥ�ﺃﻭ�ﺍﻟﺧﺎﺭﺟﻳﻳﻥ ؟
َ •
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻ
ﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﺗﻠﻙ�ﺍﻟﺧﺻﺎﺋﺹ�ﺍﻟﻔﺭﻳﺩﺓ
ﺍﻟﺗﻲ�ﺗﻣﺗﺎﺯ�ﺑﻬﺎ�ﺷﺧﺻﻳﺔ�ﺍﻟﺳﻳﺩ�.Doe
ﺣﺳﺎﺱ ﺳﻬﻝ�ﺍﻟﻌﺷﺭﺓ
4 3 2 1 ﻙ�ﻭﻣﺗﻔﻬﻡ ﻣﺩﺭ
5 4 3 2 1 ﺣﻠﻳﻡ�ﻭﻫﺎﺩﺉ�ﺍﻟﺑﺎﻝ
ِ ِ
ُﻳﺣِﺏ�ﺍﻟﻧﺎﺱ ﻣﻬﺗﻡ�ﺑﺎﻵﺧﺭﻳﻥ
6 5 4 3 2 1 ﻳﺳﺗﻣﺗﻊ�ﺑﺎﻟﺗﻭﺍﺟﺩ�ﺣﻭﻝ�ﺍﻵﺧﺭﻳﻥ
4 3 2 1 ُﺭﺍﻉ�ﻟﻶﺧﺭﻳﻥ
ﻣ �ﻭً ﺎ ﻳﻣﻳﻝ�ﺇﻟﻰ�ﺃﻥ�ﻳﻛﻭﻥ�ﻟﻁﻳﻔ
ٍ
ﻻ�ﻣِﻥ�ﻋِ ﺩﺍء
3 2 1 ﻣﺗﻘﺑﻝ�ﻋﻣﻭﻣﺎ ً
ِ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺍﻟﺗﺣ ﱡﻔﻅ
72
ﺍﻟﻭﺻﻑ
ُﻧﺑﺊ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣ ﱡﻔﻅ�ﺑﻛﻝ�ﻣﻥ�ﺍﻟﺗﺣﻠﻲ�ﺑﺿﺑﻁ�ﺍﻟﻧﻔﺱ�ﻭﻣﺭﺍﻋﺎﺓ�ﺍﻟﺩﻗﺔ�ﻭﺃﺧﻼﻗﻳﺎﺕ�ﺍﻟﻌﻣﻝ.
ﻳ ِ
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﱡ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻔﻅ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﺑﺩﻭ� ﻘﻬﺎ�ﺍﻟﺳﻳﺩ��Doe
ﱠ
�ﻟﻠﻐﺎﻳﺔ�ﻭﻣﺧﻁﻁﺎ ً ﱠ
ﻣﻧﻅﻣﺎً�ﻭﻣﺟﺗﻬﺩﺍً •
ﻣﻭﺿﻊ�ﺛﻘﺔ�ﻭﻳﻣﻛﻥ�ﺍﻻﻋﺗﻣﺎﺩ�ﻋﻠﻳﻪ�ﻭﺣﻲ�ﺍﻟﺿﻣﻳﺭ ً •
ً
ﺃﻧﻪ�ﻳﻌﻣﻝ�ﺟﻳﺩﺍ�ﻣﻊ�ﺍﻟﻘﻭﺍﻋﺩ�ﻭﺍﻟﻌﻣﻠﻳﺎﺕ�ﺍﻟﻣﻘﺭﱠ ﺭﺓ •
ﻣﺗﻌﻧﺗﺎً�ﻭﺭﺑﻣﺎ�ﻳُﻌﺗ َﺑﺭ�ﻣﻘﺎﻭﻣﺎً�ﻟﻠﺗﻐﻳﻳﺭ •
ﻧﻘﺎﻁ�ﻟﻠﻣﻧﺎﻗﺷﺔ
ً
ﺗﻡ�ﺗﺻﻣﻳﻡ�ﻧﻘﺎﻁ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﺃﺩﻧﺎﻩ�ﻟﺗﺳﻬﻳﻝ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﻣﻊ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﺗﺧﺻﱢﺹ�ﻭﺫﻟﻙ�ﻟﺗﻘﺻﻲ�ﻧﺗﺎﺋﺞ�ﺍﻟﺗﻘﻳﻳﻡ�ﻭﺍﻟﺗﻔﻛﻳﺭ�ﺑﻔﺭﺹ�ﺇﺟﺭﺍء�ﺍﻟﺗﻁﻭﻳﺭ�ﺍﺳﺗﻧﺎﺩﺍ�ﺇﻟﻰ�ﺳﻳﺎﻕ�ﺍﻟﺩﻭﺭ
ﺍﻟﺫﻱ�ﻳﺗﺑﻭﺅﻩ�ﺍﻟﻣﺷﺎﺭﻙ.
ِ
ً
؟�ﻛﻳﻑ�ﻳﺅﺛﺭ�ﻫﺫﺍ�ﻋﻠﻰ�ﻗﺩﺭﺗﻙ�ﻓﻲ�ﺍﻟﺗﺄﻗﻠﻡ�ﺑﺳﺭﻋﺔ�ﻣﻊ�ﺇﺗﻣﺎﻡ�ﺍﻷﻫﺩﺍﻑ�ﺃﻳﺿﺎ�ﻓﻲ�ﻣﻭﻋﺩﻫﺎ ؟
َ ﻁ�ﻓﻲ�ﻋﻣﻠﻙ
َ ﱠ ﱠ
�ﻣﻧﻅﻡ�ﻭﻣﺧﻁ ﺇﻟﻰ�ﺃﻱ�ﻣﺩﻯ�ﺃﻧﺕَ •
ﻣﺎ�ﻫﻭ�ﺗﻭﺟﻬﻙ�ﺍﻟﻌﺎﻡ�ﺣﻳﺎﻝ�ﺍﻟﻘﻭﺍﻋﺩ�ﻭﺍﻟﻠﻭﺍﺋﺢ ؟
َ •
ﻛﻳﻑ�ﺗﺳﺗﺟﻳﺏ�ﻟﻅﺭﻭﻑ�ﺍﻟﻌﻣﻝ�ﺍﻟﻣﺗﻐﻳﺭﺓ�ﺑﺳﺭﻋﺔ ؟ •
ﻫﻝ�ﻣﻥ�ﺍﻟﻣﺭﺟّ ﺢ�ﺃﻥ�ﺗﻘﺿﻲ�ﺳﺎﻋﺎﺕ�ﻋﻣﻝ�ﻁﻭﻳﻠﺔ�ﻹﻛﻣﺎﻝ�ﻣﺷﺭﻭﻉ ؟ •
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻ
ﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﺗﻠﻙ�ﺍﻟﺧﺻﺎﺋﺹ�ﺍﻟﻔﺭﻳﺩﺓ
ﺍﻟﺗﻲ�ﺗﻣﺗﺎﺯ�ﺑﻬﺎ�ﺷﺧﺻﻳﺔ�ﺍﻟﺳﻳﺩ�.Doe
ﻏﻳﺭ�ﻣﺳﺗﻘِﻝ�ﺫﺍﺗﻳﺎ ً ﻓﺎﺿِ ﻝ
3 2 1 ﻳﻬﺗﻡ�ﺑﺂﺭﺍء�ﺍﻵﺧﺭﻳﻥ�ﺣﻭﻝ�ﻧﻔﺳﻪ
5 4 3 2 1 ﺫﻭ�ﻣﺑﺎﺩﺉ
ﻳﺗﺟﻧﺏ�ﺍﻟﻣﺗﺎﻋﺏ
5 4 3 2 1 ﺍﺳﺗﻘﺎﻣﺔ�ﻣﺯﻋﻭﻣﺔ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺍﻟﺷﺧﺻﻳﺔ�ﺍﻟﻣﺳﺗﻁﻠِﻌﺔ�
90
ﺍﻟﻭﺻﻑ
ُﻧﺑﺊ�ﻣﻘﻳﺎﺱ�ﺍﻟﺷﺧﺻﻳﺔ�ﺍﻟﻣﺳﺗﻁﻠِﻌﺔ�ﺑﻛﻝ�ﻣﻥ�ﺣُﺏ�ﺍﻻﺳﺗﻁﻼﻉ�ﻭﺍﻹﺑﺩﺍﻉ�ﻭﺍﻻﻧﻔﺗﺎﺡ�ﻋﻠﻰ�ﺍﻟﺗﺟﺎﺭﺏ�ﻭﺍﻷﻓﻛﺎﺭ.
ﻳ ِ
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺷﺧﺻﻳﺔ�ﺍﻟﻣﺳﺗﻁﻠِﻌﺔ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﺑﺩﻭ� �D
ﻭﺍﺳﻊ�ﺍﻟﺧﻳﺎﻝ�ﻭﺗﻭّ ﺍﻗﺎً�ﻟﻠﻣﻌﺭﻓﺔ�ﻭﻭﺍﺳﻊ�ﺃﻓﻕ�ﺍﻟﺗﻔﻛﻳﺭ •
ﻋﻠﻰ�ﺍﺳﺗﻌﺩﺍﺩ�ﻟﺗﺣﺩﻱ�ﺍﻟﺳﻳﺎﺳﺎﺕ�ﻭﺍﻗﺗﺭﺍﺡ�ﺣﻠﻭﻝ�ﺑﺩﻳﻠﺔ •
ﻣﻬﺗﻣﺎً�ﺑﺎﻟﺻﻭﺭﺓ�ﺍﻷﺷﻣﻝ�ﻭﺍﻟﻘﺿﺎﻳﺎ�ﺍﻹﺳﺗﺭﺍﺗﻳﺟﻳﺔ •
ﻣُﻭ َﻟﻌﺎً�ﺑﺎﻷﻓﻛﺎﺭ�ﺍﻟﺗﻲ�ﻗﺩ�ﻳﺟﺩﻫﺎ�ﺍﻵﺧﺭﻭﻥ�ﻏﻳﺭ�ﻭﺍﻗﻌﻳﺔ •
ﻧﻘﺎﻁ�ﻟﻠﻣﻧﺎﻗﺷﺔ
ً
ﺗﻡ�ﺗﺻﻣﻳﻡ�ﻧﻘﺎﻁ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﺃﺩﻧﺎﻩ�ﻟﺗﺳﻬﻳﻝ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﻣﻊ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﺗﺧﺻﱢﺹ�ﻭﺫﻟﻙ�ﻟﺗﻘﺻﻲ�ﻧﺗﺎﺋﺞ�ﺍﻟﺗﻘﻳﻳﻡ�ﻭﺍﻟﺗﻔﻛﻳﺭ�ﺑﻔﺭﺹ�ﺇﺟﺭﺍء�ﺍﻟﺗﻁﻭﻳﺭ�ﺍﺳﺗﻧﺎﺩﺍ�ﺇﻟﻰ�ﺳﻳﺎﻕ�ﺍﻟﺩﻭﺭ
ﺍﻟﺫﻱ�ﻳﺗﺑﻭﺅﻩ�ﺍﻟﻣﺷﺎﺭﻙ.
ِ
ِﻧﻙ�ﺇﻗﺎﻣﺔ�ﺗﻭﺍﺯﻥ�ﺑﻳﻥ�ﺍﻻﺑﺗﻛﺎﺭ�ﻭﺍﻟﻭﺍﻗﻊ�ﺍﻟﻌﻣﻠﻲ ؟
ﻛﻳﻑ�ﻳﻣﻛ َ •
ﻛﻳﻑ�ﺗﺳﺗﺟﻳﺏ�ﺇﻟﻰ�ﺍﻟﻣﻬﺎﻡ�ﻭﺍﻟﻣﺳﺅﻭﻟﻳﺎﺕ�ﺍﻟﺭﻭﺗﻳﻧﻳﺔ�ﻭﺍﻟﺗﻲ٬ﺭﻏﻡ�ﺫﻟﻙ�٬ﺗﻌﺗﺑﺭ�ﺃﺳﺎﺳﻳﺔ ؟ •
ﻗﻡ�ﺑﻭﺻﻑ�ﻣﻘﺎﺭﺑﺗﻙ�ﺍﻟﺧﺎﺻﺔ�ﻟﺭﺑﻁ�ﺍﻟﻌﻣﻝ�ﺍﻟﻳﻭﻣﻲ�ﻣﻊ�ﺍﻷﻫﺩﺍﻑ�ﺍﻹﺳﺗﺭﺍﺗﻳﺟﻳﺔ.
َ •
ُﻌﺗﺑﺭﻭﻥ�ﻣﻘﺎﻭﻣﻳﻥ�ﻟﻠﺗﻐﻳﻳﺭ�ﻭﺍﻻﺑﺗﻛﺎﺭ ؟
ِ ﻛﻳﻑ�ﺗﺳﺗﺟﻳﺏ�ﻟﻸﻓﺭﺍﺩ�ﺍﻟﺫﻳﻥ�ﻳ •
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻ
ﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﺗﻠﻙ�ﺍﻟﺧﺻﺎﺋﺹ�ﺍﻟﻔﺭﻳﺩﺓ
ﺍﻟﺗﻲ�ﺗﻣﺗﺎﺯ�ﺑﻬﺎ�ﺷﺧﺻﻳﺔ�ﺍﻟﺳﻳﺩ�.Doe
ﺣُﺏ�ﺍﻻﺳﺗﻁﻼﻉ ﻗﺎﺑﻠﻳﺔ�ﻻﺳﺗﻳﻌﺎﺏ�ﺍﻟﻌﻠﻭﻡ
3 2 1 ﺗﻭّ ﺍﻕ�ﻟﻣﻌﺭﻓﺔ�ﺍﻟﻌﺎﻟﻡ
5 4 3 2 1 ﺍﻫﺗﻣﺎﻡ�ﺑﺎﻟﻌﻠﻭﻡ
ﺃﻟﻌﺎﺏ�ﺫﻫﻧﻳﺔ�ﻣﻌﺭﻓﻳﺔ ﺳﺎﻉ�ﻭﺭﺍء�ﺍﻟﺗﺷﻭﻳﻕ
ٍ
3 2 1 ﻣﻬﺗﻡ�ﺑﺎﻷﺣﺎﺟﻲ�ﻭﺍﻷﻟﻐﺎﺯ
5 4 3 2 1 ﺍﻟﺗﻣﺗﻊ�ﺑﺎﻟﻣﻐﺎﻣﺭﺓ�ﻭﺍﻹﺛﺎﺭﺓ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﻧﻬﺞ�ﺍﻟﺗﻌﻠﻡ
73
ﺍﻟﻭﺻﻑ
ُﻧﺑﺊ�ﻣﻘﻳﺎﺱ�ﻧﻬﺞ�ﺍﻟﺗﻌﻠﻡ�ﺑﻛﻝ�ﻣﻥ�ﻧﻣﻁ�ﺗﻌﻠﻡ�ﺍﻟﺷﺧﺹ�ﻭ�ﺃﻭ�ﺃﺳﻠﻭﺑﻪ�ﺍﻟﻣﻔﺿﻝ�ﻻﻛﺗﺳﺎﺏ�ﺍﻟﻣﻌﺎﺭﻑ�ﺍﻟﺟﺩﻳﺩﺓ.
ﻳ ِ
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﻧﻬﺞ�ﺍﻟﺗﻌﻠﻡ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﺑﺩﻭ� ﺍﻟﺳﻳﺩ��Doe
ﻣﻬﺗﻣﺎً�ﺑﺎﻟﺗﻌﻠﱡﻡ�ﻭﺗﻠ ّﻘﻲ�ﺍﻟﺗﺩﺭﻳﺏ�ﻭﺍﻟﺑﻘﺎء�ﻣﻭﺍﻛﺑﺎً�ﻵﺧﺭ�ﺍﻟﻣﺳﺗﺟﺩﺍﺕ�ﻓﻲ�ﻣﺟﺎﻝ�ﻋﻣﻠﻪ •
ﻣﺗﻭ ﱢﻗﺩ�ﺍﻟﺫﻫﻥ�ﻭﻭﺍﺳﻊ�ﺍﻻﻁﻼﻉ •
ﺃﻧﻪ�ﻳُﺑﻠﻲ�ﺑﻼءﺍً�ﺣﺳﻧﺎً�ﻓﻲ�ﺃﻣﺎﻛﻥ�ﺗﻠﻘﻲ�ﺍﻟﺗﻌﻠﻳﻡ�ﺃﻭ�ﺍﻟﺗﺩﺭﻳﺏ�ﺍﻟﻣﻧﻬﺟﻲ
ّ •
ﻳﻔﺎﺟﺊ�ﻋﻧﺩﻣﺎ�ﻻ�ﻳﻛﻭﻥ�ﺍﻵﺧﺭﻳﻥ�ﻭﺍﺳﻌﻲ�ﺍﻻﻁﻼﻉ�ﺃﻭ�ﻣﻬﺗﻣﻳﻥ�ﺑﺎﻟﺗﻌﻠﻡ َ •
ﻧﻘﺎﻁ�ﻟﻠﻣﻧﺎﻗﺷﺔ
ً
ﺗﻡ�ﺗﺻﻣﻳﻡ�ﻧﻘﺎﻁ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﺃﺩﻧﺎﻩ�ﻟﺗﺳﻬﻳﻝ�ﺍﻟﻣﻧﺎﻗﺷﺔ�ﻣﻊ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﺗﺧﺻﱢﺹ�ﻭﺫﻟﻙ�ﻟﺗﻘﺻﻲ�ﻧﺗﺎﺋﺞ�ﺍﻟﺗﻘﻳﻳﻡ�ﻭﺍﻟﺗﻔﻛﻳﺭ�ﺑﻔﺭﺹ�ﺇﺟﺭﺍء�ﺍﻟﺗﻁﻭﻳﺭ�ﺍﺳﺗﻧﺎﺩﺍ�ﺇﻟﻰ�ﺳﻳﺎﻕ�ﺍﻟﺩﻭﺭ
ﺍﻟﺫﻱ�ﻳﺗﺑﻭﺅﻩ�ﺍﻟﻣﺷﺎﺭﻙ.
ِ
�ﻭﻣﻬﺎﺭﺍﺗﻙ�ﺗﻅﻝ�ﻣﻭﺍﻛِﺑﺔ�ﻟﻠﻣﺳﺗﺟﺩﺍﺕ ؟
َ �ﺑﺄﻥ�ﻣﻌﺎﺭﻓﻙ
َ ﻛﻳﻑ�ﺗﺿ َﻣﻥْ •
ﻛﻳﻑ�ﺗﻘﻳﱢﻡ�ﺍﻟﻔﺎﺋﺩﺓ�ﺍﻟﻣﺣﺗﻣﻠﺔ�ﻟﻔﺭﺹ�ﺍﻟﺗﺩﺭﻳﺏ ؟ •
ﻗﻡ�ﺑﻭﺻﻑ�ﻧﻬﺟﻙ�ﺍﻟﻣﻔﺿﱠﻝ�ﻟﺗﻌﻠﱡﻡ�ﻣﻬﺎﺭﺍﺕ�ﺟﺩﻳﺩﺓ.
َ •
ﱡ
ﻣﺎ�ﺍﻷﻣﺭ�ﺍﻷﻛﺛﺭ�ﺃﻫﻣﻳﺔ�ﺑﺎﻟﻧﺳﺑﺔ�ﺇﻟﻳﻙ��ﺗﻁﻭﻳﺭ�ﺍﻟﻣﻬﺎﺭﺍﺕ�ﺍﻟﻣﻭﺟﻭﺩﺓ�ﺃﻡ�ﺗﻌﻠﻡ�ﻣﻬﺎﺭﺍﺕ�ﺟﺩﻳﺩﺓ؟�ﻭﻟﻣﺎﺫﺍ ؟
َ •
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻ
ﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﺗﻠﻙ�ﺍﻟﺧﺻﺎﺋﺹ�ﺍﻟﻔﺭﻳﺩﺓ
ﺍﻟﺗﻲ�ﺗﻣﺗﺎﺯ�ﺑﻬﺎ�ﺷﺧﺻﻳﺔ�ﺍﻟﺳﻳﺩ�.Doe
ﻗﺎﺑﻠﻳﺔ�ﻻﺳﺗﻳﻌﺎﺏ�ﺍﻟﺭﻳﺎﺿﻳﺎﺕ ﺍﻟﺗﻌﻠﻳﻡ
3 2 1 ﻛﻭﻧﻪ�ﺟﻳﺩ�ﻣﻊ�ﺍﻷﺭﻗﺎﻡ
3 2 1 ﻛﻭﻧﻪ�ﻁﺎﻟﺏ�ﺟﻳﺩ
ﻳﻁﺎﻟِﻊ ﺫﺍﻛﺭﺓ�ﺟﻳﺩﺓ
4 3 2 1 ﻳﺑﻘﻰ�ﻋﻠﻰ�ﺍﻁﻼﻉ�ﺑﺂﺧﺭ�ﺍﻟﻣﺳﺗﺟﺩﺍﺕ
4 3 2 1 ﻳﺗﺫﻛﺭ�ﺍﻷﺷﻳﺎء�ﺑﺳﻬﻭﻟﺔ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻣﻬﻧﻳﺔ
ﻋﻥ�ﻛﻔﺎءﺓ�ﺃﺩﺍء�ﺍﻟﺷﺧﺹ�ﻟﺳﺕ�ﺃﺩﻭﺍﺭ�ﻣﻬﻧﻳﺔ�ﻋﺎﻣﺔ�.ﻓﺎﻟﻣﻘﺎﻳﻳﺱ�ﻗﺎﺋﻣﺔ�ﻋﻠﻰ�ﺃﺳﺎﺱ�ﺑﺣﻭﺙ�ﻭﺗﻘﺎﺭﻥ�ﺑﻳﻥ�ﺫﻭﻱ
ِ
ﻣﻼﺣﻅﺔ��ﺗﻡ�ﺍﻷﺩﺍء�ﺍﻟﻣﺭﺗﻔِﻊ�ﻭﺍﻟﻣﻧﺧﻔِﺽ�ﻓﻲ�ﻛﻝ�ﻣﻥ�ﻓﺋﺎﺕ�ﺍﻟﻭﻅﺎﺋﻑ�.ﺇﺫ�ﺗﻘﻳﱢﻡ�ﻫﺫﻩ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺗﻠﻙ�ﺍﻟﺻﻔﺎﺕ�ﺍﻟﺗﻲ�ﺗﻣﻳﱢﺯ�ﺍﻟﻣﺅﺩﻳﻥ�ﺫﻭﻱ�ﺍﻟﺗﻘﺩﻳﺭ�ﺍﻟﻣﺭﺗﻔِﻊ�ﻋﻥ�ﺫﻭﻱ�ﺍﻟﺗﻘﺩﻳﺭ�ﺍﻟﻣﻧﺧﻔِﺽ.
ﺗﺻﻣﻳﻡ�ﻫﺫﻩ�ﺍﻟﻣﻌﻠﻭﻣﺎﺕ�ﻟﻳﺗﻡ�ﺍﺳﺗﻌﻣﺎﻟﻬﺎ�ﻓﻲ�ﻋﻣﻠﻳ َﺗﻲ�ﺍﺧﺗﻳﺎﺭ�ﻭﺗﻭﻅﻳﻑ�ﺍﻟﻣﻭﻅﻔﻳﻥ�.ﻻ�ﻳ َ
ُﻧﺻﺢ�ﺑﺎﺳﺗﻌﻣﺎﻟﻬﺎ�ﻓﻲ�ﻋﻣﻠﻳﺔ�ﺗﻁﻭﻳﺭ�ﺍﻟﻣﻭﻅﻔﻳﻥ.
ﺗﺗﺿﻣﻥ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻣﻬﻧﻳﺔ�ﺍﻟﺧﺎﺻﺔ�ﺑﻘﺎﺋﻣﺔ��HPI
ﻳﺗﻌﻠﻕ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺍﻷﺩﺍء�ﻓﻲ�ﻭﻅﺎﺋﻑ�ﺗﺗﻁﻠﺏ�ﺧﺩﻣﺔ�ﻋﻣﻼء ﺍﻟﺗﻭﺟﻪ�ﺍﻟﺧﺩﻣﺎﺗﻲ
ﺗﺗﻌﻠﻕ�ﺑﺎﻟﺫﻳﻥ�ﻳﻛﻭﻧﻭﻥ�ﻣﻭﺍﻁﻧﻳﻥ�ﻣﻧﻅﻣﻳﻳﻥ�ﺟﻳﺩﻳﻥ ﺍﻟﻣﻭﺛﻭﻗﻳﺔ
ﻳﺗﻌﻠﻕ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺍﻷﺩﺍء�ﻓﻲ�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻹﺩﺍﺭﻳﺔ�ﻭﺍﻟﻣﻛﺗﺑﻳﺔ ﺇﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﻣﻛﺗﺑﻳﺔ
ﻳﺗﻌﻠﻕ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺍﻷﺩﺍء�ﻓﻲ�ﻭﻅﺎﺋﻑ�ﺍﻟﻣﺑﻳﻌﺎﺕ ﺇﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﻭﻅﺎﺋﻑ�ﺍﻟﻣﺑﻳﻌﺎﺕ
ﻳﺗﻌﻠﻕ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺍﻷﺩﺍء�ﻓﻲ�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﺧﺎﺻﺔ�ﺑﺎﻟﻣﺩﺭﺍء ﺇﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﺧﺎﺻﺔ�ﺑﺎﻟﻣﺩﺭﺍء
ﺗﺷﻳﺭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺇﻟﻰ�ﻧﺳﺑﺔ�ﺍﻷﺷﺧﺎﺹ�ﺍﻟﺫﻳﻥ�ﺳﻳﻧﺎﻟﻭﻥ�ﺩﺭﺟﺎﺕ�ﻣﻣﺎﺛﻠﺔ�ﺃﻭ�ﺃﺩﻧﻰ�ﻣﻥ�ﺍﻟﺳﻳﺩ�.Doe
ُﺗ
ﺩﻧﻳﺎﻌﺗ َﺑﺭ�ﺍﻟﺩﺭﺟﺎﺕ�ﻣﻥ� �0ﺇﻟﻰ�25 •
ُﺗ
ﻣﺎ�ﺩﻭﻥ�ﺍﻟﻣﺗﻭﺳﻁﻌﺗ َﺑﺭ�ﺍﻟﺩﺭﺟﺎﺕ�ﻣﻥ� �26ﺇﻟﻰ�50 •
ُﺗ
ﻓﻭﻕ�ﺍﻟﻣﺗﻭﺳﻁﻌﺗ َﺑﺭ�ﺍﻟﺩﺭﺟﺎﺕ�ﻣﻥ� �51ﺇﻟﻰ�75 •
ﻋﻠﻳﺎ ُﺗﻌﺗ َﺑﺭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻷﻋﻠﻰ�ﻣﻥ�76 •
ﺍﻟﺗﻭﺟﻪ�ﺍﻟﺧﺩﻣﺎﺗﻲ�
73
ﺗﺣﻣﱡﻝ�ﺍﻹﺟﻬﺎﺩ�
77
ﺍﻟﻣﻭﺛﻭﻗﻳﺔ�
77
ﺇﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﻣﻛﺗﺑﻳﺔ�
100
ﺇﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﻭﻅﺎﺋﻑ�ﺍﻟﻣﺑﻳﻌﺎﺕ�
95
ﺇﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﺧﺎﺻﺔ�ﺑﺎﻟﻣﺩﺭﺍء�
93
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺍﻟﺗﻭﺟﻪ�ﺍﻟﺧﺩﻣﺎﺗﻲ�
73
ﺍﻟﻭﺻﻑ
ﺇﻥّ �ﻣﻘﻳﺎﺱ�ﺍﻟﺗﻭﺟﻪ�ﺍﻟﺧﺩﻣﺎﺗﻲ�ﻳﺣﺩﺩ�ﺍﻷﺷﺧﺎﺹ�ﺍﻟﺫﻳﻥ�ﻳﻌﺎﻣِﻠﻭﻥ�ﺍﻟﻌﻣﻼء�ﻭﺍﻟﺯﻣﻼء�ﺑﺄﺳﻠﻭﺏ�ﻣﻬﺫﺏ�ﻭﺇﺭﺍﺩﺓ�ﻣﺳﺎﻋِ ﺩﺓ�.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﻌﻠﻳﺎ� َﻳﺑﺩﻭﻥ�ﻟﻁﻔﺎء�ﻭﻣﺭﺍﻋﻳﻥ�ﻟﻶﺧﺭﻳﻥ�ﻭﻟﺑﻘﻳﻥ.
ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﺩﻧﻳﺎ� َﻳﺑﺩﻭﻥ�ﺑﺷﺧﺻﻳﺔ�ﻓﻅﺔ�ﻭﻣﺗﻭﺗﺭﺓ�ﻭﺣﺎﺩﺓ�ﺍﻟﻣﺯﺍﺝ�ﻭﻣﻧﺷﻐﻠﺔ�ﺍﻟﺑﺎﻝ.
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﻭﺟﻪ�ﺍﻟﺧﺩﻣﺎﺗﻲ�ﺗﻭﺣﻲ�ﺑﺄﻥ�ﻟﺩﻳﻪ�ﺇﻣﻛﺎﻧﺎﺕ�ﺑﺣﺩﻭﺩ�ﻓﻭﻕ�ﺍﻟﻣﺗﻭﺳﻁ�ﻷﺩﺍء�ﺃﺩﻭﺍﺭ�ﺗﺗﻁﻠﺏ�ﺧﺩﻣﺔ�ﻋﻣﻼء�ﻗﻭﻳﺔ.
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻ
ﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﻠﺩﺭﺟﺔ�ﺍﻟﺗﻲ�ﺍﺳﺗﺣﻘﻬﺎ�ﺍﻟﺳﻳﺩ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﻭﺟﻪ�ﺍﻟﺧﺩﻣﺎﺗﻲ.
ﻣﺗﻌﺎﻁﻑ ﻓﺎﺿِ ﻝ
5 4 3 2 1 ﻏﻳﺎﺏ�ﺳﺭﻋﺔ�ﺍﻻﺳﺗﺛﺎﺭﺓ
5 4 3 2 1 ﺫﻭ�ﻣﺑﺎﺩﺉ
ﺣﺳﺎﺱ
4 3 2 1 ﻙ�ﻭﻣﺗﻔﻬﻡ ﻣﺩﺭ
ِ ِ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺗﺣ ﱡﻣﻝ�ﺍﻹﺟﻬﺎﺩ�
77
ﺍﻟﻭﺻﻑ
ﺇﻥّ �ﻣﻘﻳﺎﺱ�ﺗﺣﻣﱡﻝ�ﺍﻹﺟﻬﺎﺩ�ﻳﺣﺩﺩ�ﺍﻷﺷﺧﺎﺹ�ﺍﻟﺫﻳﻥ�ﻳﺗﻌﺎﻣﻠﻭﻥ�ﺑﺳﻬﻭﻟﺔ�ﻣﻊ�ﻛﻝ�ﻣﻥ�ﺍﻹﺟﻬﺎﺩ�ﻭﺍﻟﺿﻐﻁ�ﻭﺃﻋﺑﺎء�ﺍﻟﻌﻣﻝ�ﺍﻟﺛﻘﻳﻠﺔ�.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﻌﻠﻳﺎ� َﻳﺑﺩﻭﻥ�ﻫﺎﺩﺋﻳﻥ�ﻭﺳﺭﻳﻌﻲ�ﺍﻻﺳﺗﺟﺎﺑﺔ
ﻟﻠﻣﺗﻐﻳﺭﺍﺕ�ﻭﻣﻌﺗﺩﻟﻲ�ﺍﻟﻣﺯﺍﺝ�.ﻻ�ﻳﻧﺯﻋﺟﻭﻥ�ﻣﻥ�ﺣﺎﻻﺕ�ﺍﻟﺗﻌﻁﻳﻝ�ﻭﺍﻻﻧﺗﻛﺎﺳﺎﺕ�ﺍﻟﻐﻳﺭ�ﻣﺗﻭ ﱠﻗﻌﺔ�ﻭﻧﺎﺩﺭﺍً�ﻣﺎ�ﻳﺣﻭﱢ ﻟﻭﻥ�ﺍﻷﺯﻣﺎﺕ�ﻟﺣﺎﻻﺕ�ﺩﺭﺍﻣﻳﺔ�ﺷﺧﺻﻳﺔ�.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﺩﻧﻳﺎ� َﻳﺑﺩﻭﻥ
ﻣﺗﻘﻠﱢﺑﻲ�ﺍﻟﻣﺯﺍﺝ�ﻭﻣﻧﺗﻘِﺩﻳﻥ�ﻟﺫﺍﺗﻬﻡ�ﻭﻣﻧﺯﻋِ ﺟﻳﻥ�ﺑﺳﻬﻭﻟﺔ.
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﱡﻝ�ﺍﻹﺟﻬﺎﺩ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﻣﺗﻠﻙ�ﺍﻹﻣﻛﺎﻧﺎﺕ�ﻟﻸﺩﺍء�ﺑﺷﻛﻝ�ﺟﻳﺩ�ﻓﻲ�ﺍﻷﺩﻭﺍﺭ�ﺍﻟﻣﺟﻬﺩﺓ.
ِ ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺗﺣﻣ
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً
ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﻠﺩﺭﺟﺔ�ﺍﻟﺗﻲ�ﺍﺳﺗﺣﻘﻬﺎ�ﺍﻟﺳﻳﺩ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺗﺣﻣﱡﻝ�ﺍﻹﺟﻬﺎﺩ.
ﻋﺩﻡ�ﺍﻟﺷﻌﻭﺭ�ﺑﺎﻟﺫﻧﺏ ﻏﻳﺭ�ﻣﻧﺷﻐﻝ�ﺍﻟﺑﺎﻝ
6 5 4 3 2 1 ﻏﻳﺎﺏ�ﺍﻟﺗﺄﺳﻑ
4 3 2 1 ﺍﻧﻌﺩﺍﻡ�ﺍﻟﻘﻠﻕ
ﺍﻧﻌﺩﺍﻡ�ﺍﻟﺷﻛﺎﻭﻯ ﺍﻹﻧﺟﺎﺯ
5 4 3 2 1 ﻻ�ﻳﺗﺫﻣﺭ
6 5 4 3 2 1 ﺍﻟﺭﺿﻰ�ﺑﺄﺩﺍﺋﻪ
ﺍﻟﻬﺩﻭء
4 3 2 1 ﻋﺩﻡ�ﻭﺟﻭﺩ�ﺍﻻﻧﻔﻌﺎﻟﻳﺔ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺍﻟﻣﻭﺛﻭﻗﻳﺔ�
77
ﺍﻟﻭﺻﻑ
ﺇﻥّ �ﻣﻘﻳﺎﺱ�ﺍﻟﻣﻭﺛﻭﻗﻳﺔ�ﻳﺣﺩﺩ�ﺍﻷﺷﺧﺎﺹ�ﺍﻟﺫﻳﻥ�ﻳﻣﺗﺛﻠﻭﻥ�ﺑﻣﺣﺽ�ﺇﺭﺍﺩﺗﻬﻡ�ﻟﻠﻘﻭﺍﻋﺩ�ﻭﻳﺣﺗﺭﻣﻭﻥ�ﺍﻟﻘﻳﻡ�ﺍﻟﻣﺅﺳﺳﻳﺔ�ﺍﻟﺧﺎﺻﺔ�ﺑﻣﻛﺎﻥ�ﺍﻟﻌﻣﻝ�.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﻌﻠﻳﺎ�ﻳُﻌﺗﺑﺭﻭﻥ�ﻣﻭﺍﻁﻧﻳﻥ
�ﻳﻣﻛﻥ�ﺍﻻﻋﺗﻣﺎﺩ�ﻋﻠﻳﻬﻡ�ﻭﻣﺗﺣﻣﱢﻠﻳﻥ�ﻟﻠﻣﺳﺅﻭﻟﻳﺔ�ﻭﻣﻧﺿﺑﻁﻳﻥ�ﺫﺍﺗﻳﺎً��.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﺩﻧﻳﺎ�ﺳﻭﻑ�ﻳﻣﻳﻠﻭﻥ�ﺇﻟﻰ�ﺃﻥ�ﻳﻛﻭﻧﻭﺍ�ﺃﻗﻝ�ﻣﻁﺎﻭﻋﺔ
َ ﱠ
ﻣﻧﻅﻣﻳﻳﻥ�ﺟﻳﺩﻳﻥ�ﻣﻣﻥ�ﺳ َﻳﺑﺩﻭﻥ�ﺃﺷﺧﺎﺻﺎ ً
ﻭﻣﺭﺍﻋﺎﺓ�ﻟﻠﻘﻭﺍﻋﺩ.
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﻣﻭﺛﻭﻗﻳﺔ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﻧﺑﻐﻲ�ﺃﻥ�ﻳﻛﻭﻥ�ﻣﻭﺍﻁﻧﺎً�ﺷﺭﻛﺎﺗﻳﺎً�ﻣﻣﺗﺎﺯﺍً.
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً
ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﻠﺩﺭﺟﺔ�ﺍﻟﺗﻲ�ﺍﺳﺗﺣﻘﻬﺎ�ﺍﻟﺳﻳﺩ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﻣﻭﺛﻭﻗﻳﺔ. �D
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺇﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﻣﻛﺗﺑﻳﺔ�
100
ﺍﻟﻭﺻﻑ
ﺇﻥّ �ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻠﻲ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﻣﻛﺗﺑﻳﺔ�ﻳﺣﺩﺩ�ﺍﻷﺷﺧﺎﺹ�ﻣﻣﻥ�ﻟﺩﻳﻬﻡ�ﻣﻭﺍﻫﺏ�ﻟﻠﻘﻳﺎﻡ�ﺑﺎﻷﻋﻣﺎﻝ�ﺍﻟﻣﻛﺗﺑﻳﺔ�ﺍﻟﻛﺗﺎﺑﻳﺔ�ﻭﺗﻭﻟﱢﻲ�ﺍﻟﻣﺳﺅﻭﻟﻳﺎﺕ�ﺍﻹﺩﺍﺭﻳﺔ�.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﻌﻠﻳﺎ
َﻳﺑﺩﻭﻥ�ﻧﺎﺿﺟﻳﻥ�ﻭﻣﺟ َﺗ ِﻬﺩﻳﻥ�ﻟﻠﻐﺎﻳﺔ�ﻭﻟﻬﻡ�ﻣﻬﺎﺭﺍﺕ�ﺍﺟﺗﻣﺎﻋﻳﺔ�ﻭﻋﻠﻰ�ﺍﺳﺗﻌﺩﺍﺩ�ﻟﺗﻭﻟﻲ�ﺍﻟﻣﺳﺅﻭﻟﻳﺎﺕ�.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﺩﻧﻳﺎ� َﻳﺑﺩﻭﻥ�ﻣﺗﻭﺗﺭﻳﻥ�ﻭﻣﺗﺭﺩﺩﻳﻥ�ﻭﻗﻠﻘﻳﻥ.
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻠﻲ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﻣﻛﺗﺑﻳﺔ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﻧﺑﻐﻲ�ﺃﻥ�ﻳﺅﺩﻱ�ﺑﺷﻛﻝ�ﺟﻳﺩ�ﻓﻲ�ﺍﻷﺩﻭﺍﺭ�ﺍﻟﻣﻛﺗﺑﻳﺔ�ﺃﻭ�ﺍﻹﺩﺍﺭﻳﺔ.
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻ
ﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﻠﺩﺭﺟﺔ�ﺍﻟﺗﻲ�ﺍﺳﺗﺣﻘﻬﺎ�ﺍﻟﺳﻳﺩ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻠﻲ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﻣﻛﺗﺑﻳﺔ.
ﺍﻧﻌﺩﺍﻡ�ﺍﻟﺷﻛﺎﻭﻯ ﻏﻳﺭ�ﻣﻧﺷﻐﻝ�ﺍﻟﺑﺎﻝ
5 4 3 2 1 ﻻ�ﻳﺗﺫﻣﺭ
4 3 2 1 ﺍﻧﻌﺩﺍﻡ�ﺍﻟﻘﻠﻕ
ﺍﻟﻘﻳﺎﺩﺓ ﻳﺗﺟﻧﺏ�ﺍﻟﻣﺗﺎﻋﺏ
6 5 4 3 2 1 ﺍﻟﻣﻳﻝ�ﻟﺗﺑﻭء�ﻣﻧﺎﺻﺏ�ﻗﻳﺎﺩﻳﺔ
5 4 3 2 1 ﺍﺳﺗﻘﺎﻣﺔ�ﻣﺯﻋﻭﻣﺔ
ﻣﻬﺗﻡ�ﺑﺎﻵﺧﺭﻳﻥ
4 3 2 1
ﻳﻣﻳﻝ�ﺇﻟﻰ�ﺃﻥ�ﻳﻛﻭﻥ�ﻟﻁﻳﻔﺎً�ﻭﻣ ٍ
ُﺭﺍﻉ�ﻟﻶﺧﺭﻳﻥ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺇﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﻭﻅﺎﺋﻑ�ﺍﻟﻣﺑﻳﻌﺎﺕ�
95
ﺍﻟﻭﺻﻑ
ﺇﻥّ �ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻠﻲ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﻭﻅﺎﺋﻑ�ﺍﻟﻣﺑﻳﻌﺎﺕ�ﻳﺣﺩﺩ�ﺍﻷﺷﺧﺎﺹ�ﻣﻣﻥ�ﻟﺩﻳﻬﻡ�ﻣﻭﺍﻫﺏ�ﻟﻠﻘﻳﺎﻡ�ﺑﺎﻟﻣﺑﻳﻌﺎﺕ�.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﻌﻠﻳﺎ� َﻳﺑﺩﻭﻥ�ﻭﻛﺄﻧﻬﻡ�ﻳﺳﺗﻣﺗﻌﻭﻥ�ﺟﺩﺍً�ﺣﻳﻧﻣﺎ�ﻳﻛﻭﻧﻭﻥ
ﻣﺭﻛﺯ�ﺍﻫﺗﻣﺎﻡ�ﺍﻵﺧﺭﻳﻥ�ﻭﻳﻭﺻﻔﻭﻥ�ﺑﺄﻧﻬﻡ�ﻭﺍﺛﻘﻳﻥ�ﺑﺄﻧﻔﺳﻬﻡ�ﻭﻣﻧﺩﻣﺟﻳﻥ�ﺍﺟﺗﻣﺎﻋﻳﺎً�ﻭﺳﺭﻳﻌﻲ�ﺍﻟﺑﺩﻳﻬﺔ�.ﻛﻣﺎ�ﻳﺑﺩﻭﻥ�ﺃﻳﺿﺎً�ﻣﺣﺎﺩِﺛﻳﻥ�ﺟﻳﺩﻳﻥ�ﻭﻣُﺣﺑّﻳﻥ�ﻟﻠﺧﺭﻭﺝ�ﺑﺭﻓﻘﺔ�ﺍﻵﺧﺭﻳﻥ�ﻭﺟﺎﺯﻣﻳﻥ.
ْ
ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﺩﻧﻳﺎ�ﻳﻣﻳﻠﻭﻥ�ﺇﻟﻰ�ﺃﻥ�ﻳﻛﻭﻧﻭﺍ�ﺧﺟﻭﻟﻳﻥ�ﻭﺻﺎﻣﺗﻳﻥ�ﻭﻛﺗﻭﻣﻳﻥ.
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻠﻲ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﻭﻅﺎﺋﻑ�ﺍﻟﻣﺑﻳﻌﺎﺕ�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﻧﺑﻐﻲ�ﺃﻥ�ﻳﺅﺩﻱ�ﺑﺷﻛﻝ�ﺟﻳﺩ�ﻓﻲ�ﺃﺩﻭﺍﺭ�ﺍﻟﻣﺑﻳﻌﺎﺕ.
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً
ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﻠﺩﺭﺟﺔ�ﺍﻟﺗﻲ�ﺍﺳﺗﺣﻘﻬﺎ�ﺍﻟﺳﻳﺩ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻠﻲ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﻭﻅﺎﺋﻑ�ﺍﻟﻣﺑﻳﻌﺎﺕ.
ﺑﻼ�ﻗﻠﻕ�ﺍﺟﺗﻣﺎﻋﺎﺕ�ﺍﻟﻌﻣﻠﻲ ﻭﺍﺛﻕ�ﺑﻧﻔﺳﻪ
6 5 4 3 2 1 ﺍﻟﺛﻘﺔ�ﺑﺎﻟﻧﻔﺱ�ﺍﺟﺗﻣﺎﻋﻳﺎ ً 3 2 1 ﺍﻟﺛﻘﺔ�ﺑﺎﻟﺫﺍﺕ
ُﻳﺣِﺏ�ﺍﻟﺣﺷﻭﺩ ُﻳﺣِﺏ�ﺍﻟﺣﻔﻼﺕ
4 3 2 1 ﻳﺟﺩ�ﺍﻟﺣﺷﻭﺩ�ﺍﻟﻛﺑﻳﺭﺓ�ﻣﺛﻳﺭﺓ
5 4 3 2 1 ﻳﺳﺗﻣﺗﻊ�ﺑﺎﻟﻠﻘﺎءﺍﺕ�ﺍﻻﺟﺗﻣﺎﻋﻳﺔ
ﺍﺳﺗﻌﺭﺍﺿﻲ ﺳﺎﻉ�ﻭﺭﺍء�ﺗﺟﺎﺭﺏ�ﺟﺩﻳﺩﺓ
ٍ
5 4 3 2 1 ﻳﺳﻌﻰ�ﻟﺟﺫﺏ�ﺍﻻﻧﺗﺑﺎﻩ
6 5 4 3 2 1 ﺗﻔﺿﻳﻝ�ﺍﻟﺗﻧﻭﻉ�ﻭﺍﻟﺗﺣﺩﻱ
ﺳﻬﻝ�ﺍﻟﻌﺷﺭﺓ ﻣﺳﻝ ﱟ
5 4 3 2 1 ﺣﻠﻳﻡ�ﻭﻫﺎﺩﺉ�ﺍﻟﺑﺎﻝ
4 3 2 1 ﻣﺣﺑﺏ�ﺇﻟﻰ�ﺍﻟﻧﻔﺱ�ﻭﻣﺅﺍﻧِﺱ
ﻻ�ﻣﻥ�ﺇﺩﺍﺭﺓ�ﻟﻼﻧﻁﺑﺎﻋﺎﺕ ﻣﺗﺭﻛﺯ�ﺣﻭﻝ�ﺍﻟﺫﺍﺕ
4 3 2 1 ﻗﻠﺔ�ﺍﻻﻛﺗﺭﺍﺙ�ﺑﺎﻟﺗﻌﻠﻳﻘﺎﺕ�ﺍﻻﺟﺗﻣﺎﻋﻳﺔ
4 3 2 1 ﺍﺳﺗﻧﺑﺎﻁﻲ
ﺻﺭ
ﺗﺑ ﱡ
ﺍﻟﻣﻘﻳﺎﺱ��ﺇﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﺧﺎﺻﺔ�ﺑﺎﻟﻣﺩﺭﺍء�
93
ﺍﻟﻭﺻﻑ
ْ
ّﺎﻟﺔ�.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﻌﻠﻳﺎ�ﻳﻭﺻﻔﻭﻥ�ﺑﺄﻧﻬﻡ ﺇﻥّ �ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻠﻲ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﺧﺎﺻﺔ�ﺑﺎﻟﻣﺩﺭﺍء�ﻳﺣﺩﺩ�ﺍﻷﺷﺧﺎﺹ�ﻣﻣﻥ�ﻟﺩﻳﻬﻡ�ﻣﻭﺍﻫﺏ�ﻟﺑﻧﺎء�ﻭﺍﻟﻣﺣﺎﻓﻅﺔ�ﻋﻠﻰ�ﻓِﺭﻕ�ﻓﻌ
ﱠ
�ﺟﺩﻳﺭﻳﻥ�ﺑﺎﻟﺛﻘﺔ�ﻭﻣﺧﻁﻁﻳﻥ�ﻟﻠﻐﺎﻳﺔ�ﻭﺃﻛ ّﻔﺎء�.ﺫﻭﻭ�ﺍﻟﺩﺭﺟﺎﺕ�ﺍﻟﺩﻧﻳﺎ� َﻳﺑﺩﻭﻥ�ﻣﻧﻘﺎﺩﻳﻥﻁﻣﻭﺣﻳﻥ�ﻭﺗﻧﺎﻓﺳﻳﻳﻥ�ﻭﻣﺟ َﺗﻬﺩﻳﻥ�ﻟﻠﻐﺎﻳﺔ�ﻭﻳﺭﻳﺩﻭﻥ�ﺃﻥ�ﻳﻛﻭﻧﻭﺍ�ﻣﺳﺅﻭﻟﻳﻥ�.ﻛﻣﺎ�ﻳﺑﺩﻭﻥ�ﺃﻳﺿﺎ ً
ﻭﻣﺗﻔﺎﻋﻠﻳﻥ�ﻭﻛﺳﺎﻟﻰ.
ﺗﻔﺳﻳﺭ�ﺍﻟﺩﺭﺟﺔ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻠﻲ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﺧﺎﺻﺔ�ﺑﺎﻟﻣﺩﺭﺍء�ﺗﻭﺣﻲ�ﺑﺄﻧﻪ�ﻳﻧﺑﻐﻲ�ﺃﻥ�ﻳﺅﺩﻱ�ﺑﺷﻛﻝ�ﺟﻳﺩ�ﻓﻲ�ﺍﻷﺩﻭﺍﺭ�ﺍﻟﺧﺎﺻﺔ�ﺑﺎﻟﻣﺩﺭﺍء.
ﺗﺄﻟﻳﻑ�ﻣﻘﻳﺎﺱ�ﻓﺭﻋﻲ
ً
ﻳﻧﺑﻐﻲ�ﺃﻥ�ﺗﻔﺳﱠﺭ�ﺍﻟﻣﻘﺎﻳﻳﺱ�ﺍﻟﻔﺭﻋﻳﺔ�ﺃﺩﻧﺎﻩ�ﻓﻘﻁ�ﻣﻥ�ﻗِﺑﻝ�ﻣﺩﺭّ ﺏ�ﺃﻭ�ﻣﺯﻭﱢ ﺩ�ﻣﻼﺣﻅﺎﺕ�ﻣﻌﺗ َﻣﺩ�ﻣﻥ�ﺷﺭﻛﺔ�ﻫﻭﻗﺎﻥ�.ﺇﻧﻬﺎ�ﻣﺻﻣﱠﻣﺔ�ﻟﺗﻘﺩﻳﻡ�ﺗﺑﺻﱡﺭ�ﺃﻛﺛﺭ�ﺗﻔﺻﻳﻼ�ﻟﻠﺩﺭﺟﺔ�ﺍﻟﺗﻲ�ﺍﺳﺗﺣﻘﻬﺎ�ﺍﻟﺳﻳﺩ
ﻭﻓﻕ�ﻣﻘﻳﺎﺱ�ﺍﻟﺗﺣﻠﻲ�ﺑﺈﻣﻛﺎﻧﺎﺕ�ﺃﺩﺍء�ﺍﻟﻭﻅﺎﺋﻑ�ﺍﻟﺧﺎﺻﺔ�ﺑﺎﻟﻣﺩﺭﺍء.
ﺍﻹﻧﺟﺎﺯ ﺍﻟﺗﻌﻠﻳﻡ
6 5 4 3 2 1 ﺍﻟﺭﺿﻰ�ﺑﺄﺩﺍﺋﻪ
3 2 1 ﻛﻭﻧﻪ�ﻁﺎﻟﺏ�ﺟﻳﺩ
ﺍﻟﻬﻭﻳﺔ ﺍﻧﻌﺩﺍﻡ�ﺍﻟﺷﻛﺎﻭﻯ
3 2 1 ﺍﻟﺭﺿﻰ�ﺑﻣﻬﺎﻡ�ﺣﻳﺎﺗﻪ
5 4 3 2 1 ﻻ�ﻳﺗﺫﻣﺭ
ﺗﻧﺎﻓﺳﻲ ﺍﻟﻘﻳﺎﺩﺓ
5 4 3 2 1 َ
ﻣﺗﺳﻡ�ﺑﺎﻟﺗﻧﺎﻓﺳﻳﺔ�ﻭﻁﻣﻭﺡ�ﻭﻣﺛﺎﺑﺭ
6 5 4 3 2 1 ﺍﻟﻣﻳﻝ�ﻟﺗﺑﻭء�ﻣﻧﺎﺻﺏ�ﻗﻳﺎﺩﻳﺔ