本文選題：大專院校 + 激勵機制　； 參考：《西南交通大學》2012年碩士論文

【摘要】：隨著21世紀的到來,我國實施普及大眾教育,“科教興國”這一概念也越發(fā)深入人心。學校作為知識的策源地、人才培養(yǎng)的開發(fā)地,應該具備一套完善的激勵機制以使得學校的管理規(guī)范化。如何合理利用激勵機制來穩(wěn)定學校師資隊伍的建設也成了各大高校的必修課。 本文在查閱和分析國內外有關教師激勵機制研究的文獻的基礎上,對我國大專院校教師激勵機制的現(xiàn)狀和存在問題進行了分析。同時又結合基本理論設計出訪談提綱和問卷,通過實地訪談和問卷調查對現(xiàn)在大專院校教師的需求進行研究和辨析。辨析結果為：目前高校教師比較重視的三大激勵需求分別是經濟保障需求、職業(yè)發(fā)展需求、環(huán)境和諧需求。并根據調查結果總結出在進行方案設計時應注意的方面而以此為參考設置設計時應當遵循的原則。最后找出激勵機制有效運行的激勵載體即薪酬制度、績效考核制度、培訓制度和溝通協(xié)調機制。從而對教師的薪酬制度進行構建,將教師的薪酬制度劃分為三個部分：一、針對大多數教師采用的一般薪酬制度——復式薪酬制度。復式薪酬制度是結合雙因素理論所設計的由內在激勵和外在激勵共同組成的復式薪酬激勵制度；二、針對學校有意吸引的高技術型人才采用的年薪制薪酬制度；三、針對學校有意吸引和保留的優(yōu)秀教師所采用的協(xié)議工資制度。從這三方面入手對教師進行物質上的激勵。同時也對績效考核制度進行了闡述,將績效考核分為定量考核和定性考核兩個部分。對教師教學和科研兩部分內容進行質量和數量上的考核,由此來斷定教師的培養(yǎng)、晉職、晉級和解聘。當然在績效考核的時候還應該注意教師的差異性,明確不同科目、不同職務的教師任務,區(qū)分權重,進行考核。最后,還應規(guī)定考核的期限。文中還對培訓制度和溝通協(xié)調機制進行了歸納,也是針對不同職務對教師進行不同形式的培訓,并建立一個合理的溝通協(xié)商機制以促成學校跟教師的溝通,上下級之間的即時溝通以及教師之間的相互溝通從而擴大教師的民主管理權利。
[Abstract]:With the coming of the 21st century, the concept of popularizing mass education has been carried out in our country, and the concept of "rejuvenating the country through science and education" has become more and more popular. School as the source of knowledge, the development of talent training, should have a set of perfect incentive mechanism to make the school management standardized. How to make rational use of the incentive mechanism to stabilize the construction of the teaching staff has also become a compulsory course in the major colleges and universities. Based on the reference and analysis of the literature on the research of the teachers' incentive mechanism at home and abroad, This paper analyzes the current situation and existing problems of teachers' incentive mechanism in colleges and universities in China. At the same time, combining with the basic theory, the author designs the interview outline and questionnaire, through the field interviews and questionnaires, the needs of teachers in colleges and universities are studied and analyzed. The results are as follows: at present, college teachers pay more attention to the needs of economic security, professional development and environmental harmony. According to the results of the investigation, the paper summarizes the aspects that should be paid attention to in the design of the scheme, and takes this as the reference to the principles to be followed when setting up the design. Finally, we find out the incentive carriers of effective operation of incentive mechanism, that is, salary system, performance appraisal system, training system and communication coordination mechanism. Thus the teacher's salary system is constructed, and the teacher's salary system is divided into three parts: first, aiming at the general salary system-duplex salary system adopted by most teachers. Duplex salary system is a duplex salary incentive system, which is designed by combining the theory of two factors; second, the annual salary system is adopted for the high-technology talents that the school intends to attract; third, An agreed wage system for qualified teachers who are intended to be attracted and retained by schools. Starting from these three aspects, teachers are encouraged materially. At the same time, the performance appraisal system is expounded, the performance appraisal is divided into two parts: quantitative assessment and qualitative evaluation. The quality and quantity of teachers' teaching and scientific research are evaluated, and the training, promotion, promotion and dismissal of teachers are determined. Of course, we should pay attention to the differences of teachers in performance appraisal, define the tasks of teachers in different subjects and different positions, distinguish the weights and assess. Finally, the time limit for assessment should also be specified. It also summarizes the training system and communication coordination mechanism. It also aims at different kinds of training for teachers in different positions, and establishes a reasonable communication and consultation mechanism to facilitate the communication between schools and teachers. Instant communication between superiors and subordinates and mutual communication between teachers to expand teachers' rights to democratic management.
【學位授予單位】：西南交通大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：G645.1

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本文編號：1999362