西安培华学院教师绩效评价体系研究

发布时间：2018-03-17 20:33

本文选题：民办高校　切入点：绩效评价　出处：《陕西师范大学》2012年硕士论文　论文类型：学位论文

【摘要】：随着经济全球化时代的到来,人才越来越成为市场经济中的核心竞争力。高校是知识与人才的聚集地,其作为国家优秀人才和高新科技的孵化器,肩负着培养优秀人才,推进科学研究和为社会服务三大重要责任,作为我国高等教育有机补充和重要力量的民办高校,亦有着义不容辞的责任。面对我国高等教育质量日渐滑坡的趋势,民办高校更要突破旧有思维和原有管理模式,大力推进深度改革,走培养应用型人才的办学之路,于困境中保持稳定发展。在此过程中,民办高校能否打造出一支适应学校发展的高素质、高水平、高能力的师资队伍,无疑成为发展的关键。而民办高校能否根据学校实际情况,建立一套行之有效的教师绩效评价体系,又是解决师资问题的关键。本文以西安培华学院为例,对在该校建立教师绩效评价体系进行了研究。全文以“统一标准和分类实施相结合”为原则,运用定性和定量相结合的办法进行分析阐述。首先从绩效评价理论入手,对绩效评价的内容、程序和方法进行论述。继而分析西安培华学院现行教师绩效评价体系的现状、存在的问题及其成因。在上述研究的基础上,构建了新的教师绩效评价体系。体系中将兼职教师纳入评价对象范围,涵盖了德、能、勤、绩、效在内的各项绩效评价指标。最后提出具体实施方案以及实施新教师绩效评价体系的建议。本文认为,通过构建包括综合素质、教学、学术科研、人才培养、专业建设五类新的教师绩效评价体系,能够更好适应学校目前人事制度改革和学校发展需要,全面了解和掌握教师的实际工作状况,做到人尽其才,才尽其用,促进学校教师队伍整体素质的提高。对兼职教师采用按课程聘用制和每月教学完成后核算工作量的评价方法,可以对兼职教师形成一定的约束机制,最大限度地发挥其效能。对专职教师采用定性和定量相结合,分类实施绩效评价的方法,可以使评价结果全面、客观、公正此外,新构建的教师绩效评价体系,应该始终坚持激励性与发展性原则,以激励为手段,以发展为归宿,将绩效评价结果和教师的薪酬分配计划、业务培训、职称晋升、职业生涯规划等紧密相联系,将学校总结性绩效评价逐步转向发展性绩效评价的可持续轨道上来。
[Abstract]:With the arrival of the era of economic globalization, talents are becoming the core competitiveness in the market economy. Colleges and universities are the gathering places of knowledge and talents. As an incubator of national excellent talents and high-tech, they shoulder the responsibility of cultivating outstanding talents. As an organic supplement and an important force of higher education in China, private colleges and universities also have an unshirkable responsibility to promote scientific research and serve the society. In the face of the declining trend of the quality of higher education in our country, Private colleges and universities should break through the old thinking and the original management mode, vigorously promote the deep reform, take the road of training applied talents, and maintain stable development in the difficult situation. Whether private colleges and universities can build a contingent of teachers with high quality, high level and high ability to adapt to the development of schools is undoubtedly the key to development, and whether private colleges and universities can be based on the actual conditions of the schools, Establishing a set of effective teacher performance evaluation system is the key to solve the problem of teachers. This paper takes Xi'an Peihua University as an example to study the establishment of teacher performance evaluation system in the university. Firstly, the content, procedure and method of performance evaluation are discussed from the theory of performance evaluation. Then, the present situation of teacher performance evaluation system in Xi'an Peihua University is analyzed. On the basis of the above research, a new teacher performance evaluation system is constructed. Part-time teachers are included in the range of evaluation objects in the system, including morality, ability, diligence, achievement, etc. Finally, the concrete implementation scheme and the suggestion of implementing the new teacher performance evaluation system are put forward. This paper holds that through the construction of five kinds of new teacher performance evaluation system, including comprehensive quality, teaching, academic research, talent training and professional construction, it can better meet the needs of the current personnel system reform and the development of the school. To fully understand and master the actual working conditions of teachers, to make the best use of people, to promote the improvement of the overall quality of teachers in schools, and to adopt the method of evaluating the workload of part-time teachers according to the system of curriculum employment and the accounting of workload after the completion of each month's teaching. It can form a certain restraint mechanism for part-time teachers and give full play to its effectiveness. The method of combining qualitative and quantitative analysis and classifying performance evaluation for full-time teachers can make the evaluation results comprehensive, objective and impartial. In addition, the newly constructed teacher performance evaluation system should always adhere to the principles of motivation and development, take incentives as a means, take development as the end-result, and promote the results of performance evaluation and teachers' salary distribution plan, business training, professional title promotion. Career planning is closely related, and the school summation performance evaluation is gradually transferred to the sustainable track of developmental performance evaluation.
【学位授予单位】：陕西师范大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：G647.2

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