广东民办S学院行政教辅人员绩效管理研究

发布时间：2018-08-25 16:44

【摘要】：从某种意义上说,民办高校的学生能否健康成长,能否具备用人单位所需要的素质和能力,与民办高校行政教辅人员的工作绩效有很大的关系。因此,培养一支政治素质过硬、结构合理、业务精湛、人员稳定的行政教辅队伍是促进民办高校快速发展的关键因素。要想快速而全面地提高教行政教辅队伍的整体素质,就必须对其进行科学而有效的绩效考核,从考核中发现教师的不足,并促使其不断改进。但是,目前我国民办高校采用的绩效考核体系,已不能完全适应民办高校的发展规模及现代教育发展规律的客观要求。因此,如何优化或改进民办高校行政教辅人员现行的绩效考核指标体系,是民办高校人力资源管理部门面临的一个重要课题。基于以上背景,本文以绩效考核的相关理论为基点,从民办高校的角度出发,探讨了行政教辅人员绩效管理的必要性,以及在这类人员考核方面,民办高校普遍存在的问题。为了进一步印证本文的论点,本文选择了某民办高校S学院,首先对其行政教辅类员工的绩效考核现状进行了研究,然后通过问卷调查的形式,对该校行政教辅职工对现有绩效考核体系的看法进行了分析。通过问卷统计,笔者了解到,目前还有很多行政教辅类职工对S学院的绩效考核体系存在不满情绪,主要问题集中体现于：第一,考核指标设计笼统,缺少对岗位分析的考虑；第二,绩效考核结果得不到充分的运用；第三,激励手段单一,激励作用有限；第四,考核全程缺乏沟通,工作开展困难重重。针对以上问题,本文根据自己的理解提出了优化的对策：以具体岗位——辅导员为例,具体对绩效考核优化的解决方案进行阐述,其他岗位比照类似做法,将工作效果因素量化成指标,避免原有一刀切考核模式的同时也能够增加行政教辅人员的认同感和相应的保障措施：一是将奖金、晋升、常规工资浮动激励机制与考核机制进一步整合；二是完善考核方与被考核方的沟通机制,并且更加强调考核方主动与被考核方的沟通；三是更加注重感情激励,用真诚打动教辅人员,提升人员的归属感。希望对s学院行政教辅人员的绩效考核具有完善的作用,同时也希望为其他的民办高校行政教辅人员的绩效管理提供了相应的借鉴和参考。
[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.
【学位授予单位】：广东工业大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：G648.7;G647.2

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