某应用型地方高校专业技术人员绩效管理体系的研究

发布时间：2018-02-27 07:33

本文关键词： 绩效管理应用型高校教师　出处：《青岛理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：进入本世纪，我国高等教育开始告别精英阶段，走向大众化。公共教育资源捉襟见肘，民办高校兴起，伴随改革开放，国外名校进入国民视野，导致中国高校之间竞争日趋激烈。面对公共资源的投入不足，民办高校对生源的分流，加之常年盲目追逐“上层次”这种相对错误的发展方向，地方高校面临严峻的生存危机，寻求新的发展方向成为当务之急。向应用型高校发展是地方高校生存和发展的转机。应用型高校是指为地方区域经济和社会发展服务，层次上以培养本科生为主，兼培养高职生和少量工程型、技术型的研究生，类型上以培养高素质应用型人才为目标的普通高等院校。地方高校在发展目标上重新定位之后，还必须要提高教育质量，也就是面临“提质”的难点。提高教育质量，关键是提高软实力，即人力资源绩效，特别是专业技术人员的绩效。本文就是通过各种研究方法和理论，以某“应用型高校专业技术人员”为研究对象，围绕“提高质量”这个主题，写的这篇论文：某应用型地方高校专业技术人员绩效管理体系的研究。本文主要的创新点主要在人力资源绩效管理的主体上，是“应用型”地方高校。内容主要分两方面：（1）应用型地方高校专业技术人员关键绩效指标体系。主要研究了内容标准和权重两部分。指标体系从教学、科研和其他三个方面来建立，同时分基本和卓越两类指标，基本指标主要保障教师的日常工作，确定合格、基本合格和不合格的名单，同时得出优秀教师的候选名单。卓越指标主要为了鼓励教师创新发展，促进校区发展，并在优秀教师的候选名单中，确定优秀和先进的教师名单。关于基本指标的权重是利用调查数据，运用层次分析法确定的；卓越指标的权重则是运用经验总结法确定的。（2）以某应用型地方高校为例，结合该关键绩效指标体系并探讨了绩效管理的过程，利用上面得出的KPI体系，结合某地方高校实际情况，探讨绩效管理的流程。该流程分为绩效计划、实施与管理、评估以及反馈面谈，，最后对绩效结果加以运用。在完善了上述两方面内容之后，还需要将绩效管理形成制度固定下来，在这个过程中要加强绩效沟通机制的建立，绩效结果的应用等等，地方高校向应用型高质量特色高校的发展任重而道远。
[Abstract]:In this century, China's higher education has begun to bid farewell to the elite stage and become popular. Public educational resources are stretched, private colleges and universities rise, and with the reform and opening up, famous foreign schools enter the national perspective. As a result of the increasingly fierce competition among Chinese colleges and universities, faced with insufficient investment in public resources, the diversion of private universities to the source of students, and the blind pursuit of the relatively wrong development direction of "upper level", local colleges and universities are faced with a severe survival crisis. It is urgent to seek a new direction of development. It is a turning point for the survival and development of local colleges and universities to develop application-oriented universities. The application-oriented colleges and universities are to serve the local regional economic and social development. At the same time, higher vocational students and a small number of engineering, technical graduate students, the type of training high quality applied talents as the goal of ordinary institutions of higher learning. After repositioning the local colleges and universities in terms of development goals, they must also improve the quality of education, that is, they are faced with the difficulty of "improving quality." the key to improving the quality of education is to improve soft power, that is, the performance of human resources. In particular, the performance of professional and technical personnel. Through various research methods and theories, this paper focuses on the theme of "improving quality" by taking a "professional and technical personnel of applied colleges and universities" as the research object. This paper: research on the performance management system of professional and technical personnel in a certain applied local university. The main innovation of this paper lies in the main body of human resource performance management and is a "applied" local university. The content is mainly divided into two aspects:. 1) the key performance index system of professional and technical personnel in applied local colleges and universities. This paper mainly studies two parts of content standard and weight. The index system is established from teaching, scientific research and other three aspects. At the same time, it is divided into two kinds of indexes: basic and outstanding. The basic indicators are mainly to ensure the daily work of teachers, to determine the list of qualified, basic qualified and unqualified teachers, and at the same time to obtain a list of candidates for outstanding teachers. The main purpose of the indicators of excellence is to encourage teachers to innovate and develop and to promote the development of school districts. In the candidate list of excellent teachers, the list of excellent and advanced teachers is determined. The weights of basic indexes are determined by using survey data and AHP, and the weights of indicators of excellence are determined by the method of summing up experience. (2) taking an applied local university as an example, combining the key performance index system and discussing the process of performance management, using the KPI system obtained above, combining with the actual situation of a local university, Discuss the process of performance management. The process is divided into performance planning, implementation and management, evaluation and feedback interviews, and finally performance results to be used. After perfecting the above two aspects, we still need to fix the formation system of performance management. In this process, we should strengthen the establishment of performance communication mechanism, the application of performance results, and so on. Local colleges and universities to the application of high-quality colleges and universities have a long way to go.
【学位授予单位】：青岛理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：G647.2

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