廣東民辦S學院行政教輔人員績效管理研究
發(fā)布時間：2018-08-25 16:44
【摘要】：從某種意義上說,民辦高校的學生能否健康成長,能否具備用人單位所需要的素質和能力,與民辦高校行政教輔人員的工作績效有很大的關系。因此,培養(yǎng)一支政治素質過硬、結構合理、業(yè)務精湛、人員穩(wěn)定的行政教輔隊伍是促進民辦高校快速發(fā)展的關鍵因素。要想快速而全面地提高教行政教輔隊伍的整體素質,就必須對其進行科學而有效的績效考核,從考核中發(fā)現(xiàn)教師的不足,并促使其不斷改進。但是,目前我國民辦高校采用的績效考核體系,已不能完全適應民辦高校的發(fā)展規(guī)模及現(xiàn)代教育發(fā)展規(guī)律的客觀要求。因此,如何優(yōu)化或改進民辦高校行政教輔人員現(xiàn)行的績效考核指標體系,是民辦高校人力資源管理部門面臨的一個重要課題�；谝陨媳尘�,本文以績效考核的相關理論為基點,從民辦高校的角度出發(fā),探討了行政教輔人員績效管理的必要性,以及在這類人員考核方面,民辦高校普遍存在的問題。為了進一步印證本文的論點,本文選擇了某民辦高校S學院,首先對其行政教輔類員工的績效考核現(xiàn)狀進行了研究,然后通過問卷調查的形式,對該校行政教輔職工對現(xiàn)有績效考核體系的看法進行了分析。通過問卷統(tǒng)計,筆者了解到,目前還有很多行政教輔類職工對S學院的績效考核體系存在不滿情緒,主要問題集中體現(xiàn)于：第一,考核指標設計籠統(tǒng),缺少對崗位分析的考慮；第二,績效考核結果得不到充分的運用；第三,激勵手段單一,激勵作用有限；第四,考核全程缺乏溝通,工作開展困難重重。針對以上問題,本文根據自己的理解提出了優(yōu)化的對策：以具體崗位——輔導員為例,具體對績效考核優(yōu)化的解決方案進行闡述,其他崗位比照類似做法,將工作效果因素量化成指標,避免原有一刀切考核模式的同時也能夠增加行政教輔人員的認同感和相應的保障措施：一是將獎金、晉升、常規(guī)工資浮動激勵機制與考核機制進一步整合；二是完善考核方與被考核方的溝通機制,并且更加強調考核方主動與被考核方的溝通；三是更加注重感情激勵,用真誠打動教輔人員,提升人員的歸屬感。希望對s學院行政教輔人員的績效考核具有完善的作用,同時也希望為其他的民辦高校行政教輔人員的績效管理提供了相應的借鑒和參考。
[Abstract]:In a sense, whether the students of private colleges can grow healthily and have the qualities and abilities needed by employers has a great relationship with the work performance of administrative teaching assistants in private colleges and universities. Therefore, it is a key factor to promote the rapid development of private colleges and universities to cultivate a contingent of administrative teaching assistants with excellent political quality, reasonable structure, exquisite operation and stable personnel. If we want to improve the overall quality of the teaching and administrative assistant team quickly and comprehensively, we must carry on the scientific and effective performance appraisal to it, find out the teacher's insufficiency from the examination, and urge it to improve continuously. However, at present, the performance appraisal system adopted in private colleges and universities in China can not fully meet the objective requirements of the development scale of private universities and the law of the development of modern education. Therefore, how to optimize or improve the current performance evaluation index system of administrative and teaching assistant staff in private colleges and universities is an important subject faced by the human resources management department of private colleges and universities. Based on the above background, this paper, based on the theory of performance appraisal, discusses the necessity of performance management of administrative teaching assistant personnel and the common problems in this kind of personnel assessment from the point of view of private colleges and universities. In order to further confirm the argument of this paper, this paper chooses a private university S college, first of all, it studies the current situation of performance appraisal of its administrative teaching assistant staff, and then through the form of questionnaire, This paper analyzes the views of the administrative and teaching staff of the school on the existing performance appraisal system. Through the questionnaire statistics, the author learned that there are still a lot of administrative and teaching staff and workers who are dissatisfied with the performance appraisal system of S college. The main problems are as follows: first, the design of the evaluation index is general, and the lack of consideration to the post analysis; Second, the results of performance appraisal can not be fully used; third, the incentive means are single, incentive role is limited; fourth, the whole process of assessment lack of communication, the work is difficult to carry out. In view of the above problems, this paper puts forward the countermeasures of optimization according to its own understanding: taking specific position-counselors as an example, the specific solutions of performance appraisal optimization are elaborated, and other posts are compared with similar practices. Quantifying work effect factors into indicators to avoid the original one-size-fits-all assessment model can also increase the sense of identity and corresponding safeguards of administrative and teaching assistants: first, bonuses, promotions, The conventional salary floating incentive mechanism is further integrated with the assessment mechanism; second, the communication mechanism between the examiner and the assessed party is improved, and more emphasis is placed on the communication between the examiner and the assessed party; third, more attention is paid to emotional motivation. With sincere moves the teaching assistant staff, enhances the personnel's sense of belonging. The author hopes to improve the performance appraisal of administrative teaching assistant staff in S college, and at the same time, it also hopes to provide the corresponding reference and reference for the performance management of administrative teaching assistant staff in other private colleges and universities.
【學位授予單位】：廣東工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：G648.7;G647.2
本文編號：2203503
[Abstract]:In a sense, whether the students of private colleges can grow healthily and have the qualities and abilities needed by employers has a great relationship with the work performance of administrative teaching assistants in private colleges and universities. Therefore, it is a key factor to promote the rapid development of private colleges and universities to cultivate a contingent of administrative teaching assistants with excellent political quality, reasonable structure, exquisite operation and stable personnel. If we want to improve the overall quality of the teaching and administrative assistant team quickly and comprehensively, we must carry on the scientific and effective performance appraisal to it, find out the teacher's insufficiency from the examination, and urge it to improve continuously. However, at present, the performance appraisal system adopted in private colleges and universities in China can not fully meet the objective requirements of the development scale of private universities and the law of the development of modern education. Therefore, how to optimize or improve the current performance evaluation index system of administrative and teaching assistant staff in private colleges and universities is an important subject faced by the human resources management department of private colleges and universities. Based on the above background, this paper, based on the theory of performance appraisal, discusses the necessity of performance management of administrative teaching assistant personnel and the common problems in this kind of personnel assessment from the point of view of private colleges and universities. In order to further confirm the argument of this paper, this paper chooses a private university S college, first of all, it studies the current situation of performance appraisal of its administrative teaching assistant staff, and then through the form of questionnaire, This paper analyzes the views of the administrative and teaching staff of the school on the existing performance appraisal system. Through the questionnaire statistics, the author learned that there are still a lot of administrative and teaching staff and workers who are dissatisfied with the performance appraisal system of S college. The main problems are as follows: first, the design of the evaluation index is general, and the lack of consideration to the post analysis; Second, the results of performance appraisal can not be fully used; third, the incentive means are single, incentive role is limited; fourth, the whole process of assessment lack of communication, the work is difficult to carry out. In view of the above problems, this paper puts forward the countermeasures of optimization according to its own understanding: taking specific position-counselors as an example, the specific solutions of performance appraisal optimization are elaborated, and other posts are compared with similar practices. Quantifying work effect factors into indicators to avoid the original one-size-fits-all assessment model can also increase the sense of identity and corresponding safeguards of administrative and teaching assistants: first, bonuses, promotions, The conventional salary floating incentive mechanism is further integrated with the assessment mechanism; second, the communication mechanism between the examiner and the assessed party is improved, and more emphasis is placed on the communication between the examiner and the assessed party; third, more attention is paid to emotional motivation. With sincere moves the teaching assistant staff, enhances the personnel's sense of belonging. The author hopes to improve the performance appraisal of administrative teaching assistant staff in S college, and at the same time, it also hopes to provide the corresponding reference and reference for the performance management of administrative teaching assistant staff in other private colleges and universities.
【學位授予單位】：廣東工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：G648.7;G647.2
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，本文編號：2203503
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