## 4 Case Application
### Basic Data and Results Analysis
\begin{table}
\begin{tabular}{c c c c c c c c} \hline \hline
**Output** & **Paper** & **Project** & **Profit** & **Influence** & **Ability** \\ \hline S\({}_{1}\) & [20, 22] & 21.0\({}_{0.09}\) & [12, 14] & 13.0\({}_{0.13}\) & [8, 10] & 9.0\({}_{0.13}\) & [69, 77] & 73.0\({}_{0.31}\) & [76, 80] & 78.0\({}_{0.15}\) \\ S\({}_{2}\) & [25, 28] & 26.5\({}_{0.14}\) & [18, 20] & 19.0\({}_{0.13}\) & [4, 7] & 5.5\({}_{0.19}\) & [75, 78] & 76.5\({}_{0.12}\) & [75, 82] & 78.5\({}_{0.27}\) \\ S\({}_{3}\) & [30, 32] & 31.0\({}_{0.09}\) & [10, 12] & 11.0\({}_{0.13}\) & [15, 18] & 5.5\({}_{0.19}\) & [74, 82] & 78.0\({}_{0.31}\) & [78, 82] & 80.0\({}_{0.15}\) \\ S\({}_{4}\) & [40, 42] & 41.0\({}_{0.09}\) & [20, 2 The results show:  
(1) The input quota has the highest weight of housing and funds. House purchase demand has become a more important demand for science and technology talents, which is consistent with the actual situation. (2) The weight of insurance and welfare indicators are low, which indicates that the investment of science and technology organizations in insurance and welfare is generally not high. The salary and funds that science and technology talents pay more attention to fall in the middle, which is in line with the reality. The results show that:  
(1) The objective indicator weight is obviously higher than the subjective indicator weight and the subjective ratio is about 20 percent, which is consistent with reality. (2) The weight of the paper indicator and profit indicator is higher because most science and technology talents have papers, but the transformation of scientific and technological achievements is not enough, which means that there is a big gap under this indicator. There is little difference in the ability of science and technology talents. The weights of reference points are calculated according to the spherical grey target composed of Formulas (13) and (14), and the input value and output value are calculated according to Formula (15), which are shown in Tables 5 and 6. The results show that:  
(1) Peer and opportunity cost weights are higher in the reference point. The weight of the expectation is second while the weight of status quo is the lowest (between 0.2 and 0.3), which verifies the aforementioned Consistency Principle. (2) For the peer reference point, only S4 reached 0.8. This indicates that, setting peer investment aside, the company has considerable room for improvement. \begin{table}
\begin{tabular}{c c c c c c} \hline \hline
**Talent** & **Baseline** & **History** & **Goal** & **Preference** & **Output Value** \\ \hline S\({}_{1}\) & 0.26\({}_{0.31}\) & \(-\)0.40\({}_{0.44}\) & \(-\)0.45\({}_{0.77}\) & \(-\)0.08\({}_{0.31}\) & \(-\)0.18\({}_{0.77}\) \\ S\({}_{2}\) & 0.38\({}_{0.27}\) & \(-\)0.06\({}_{0.44}\) & \(-\)0.23\({}_{0.77}\) & 0.07\({}_{0.27}\) & 0.03\({}_{0.77}\) \\ S\({}_{3}\) & 0.58\({}_{0.31}\) & \(-\)0.02\({}_{0.44}\) & \(-\)0.03\({}_{0.77}\) & 0.24\({}_{0.31}\) & 0.18\({}_{0.77}\) \\ S\({}_{4}\) & 0.72\({}_{0.46}\) & 0.31\({}_{0.46}\) & 0.33\({}_{0.77}\) & 0.36\({}_{0.46}\) & 0.41\({}_{0.77}\) \\ S\({}_{5}\) & 0.80\({}_{0.31}\) & 0.34\({}_{0.44}\) & 0.12\({}_{0.77}\) & 0.38\({}_{0.31}\) & 0.40\({}_{0.77}\) \\ Reference Point Weight & 0.2035 & 0.2617 & 0.2348 & 0.3001 & — \\ \hline \hline \end{tabular}
\end{table} 
Table 6: Output value and reference point weight under different reference points. \begin{table}
\begin{tabular}{c c c c c c} \hline \hline
**Output Indicator Weights** & \(f_{1}\) & \(f_{2}\) & \(f_{3}\) & \(f_{4}\) & \(f_{5}\) \\  & (**Paper**) & (**Project**) & (**Profit**) & (**Influence**) & (**Ability**) \\ \hline D\({}^{(1)}\) & 0.2785 & 0.2465 & 0.3253 & 0.1072 & 0.0425 \\ D\({}^{(2)}\) & 0.1328 & 0.2886 & 0.2448 & 0.2028 & 0.1310 \\ D\({}^{(3)}\) & 0.4960 & 0.1630 & 0.2053 & 0.0925 & 0.0432 \\ D\({}^{(4)}\) & 0.1873 & 0.2320 & 0.2654 & 0.1631 & 0.1522 \\ Average value & 0.2737 & 0.2325 & 0.2602 & 0.1414 & 0.0922 \\ \hline \hline \end{tabular}
\end{table} 
Table 4: Output indicator weights.