HT大学辅导员绩效管理体系设计
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摘要
在对高校教师进行人事制度改革后,高校管理呈现出对教师考核体系完备与对管理人员缺少考核的局面。
本文对高校管理人员中的辅导员,就如何建立绩效考核指标体系,进行科学的绩效考核,做了研究,并针对HT大学辅导员情况设计了绩效管理体系。
本文在理论上,从人力资源管理角度出发,揭示HT大学对辅导员考核上的现状和不足,在现实上,提供了一套切实可行的方案,以有效评价辅导员,激励其努力工作。
采用关键绩效指标法分解对辅导员考核的绩效指标,从学校学生工作的战略目标出发,确定学校级关键绩效维度,在此基础上分解指标,以部门职责为主线分析出院系部门级关键绩效要素,结合特定岗位的工作分析,形成辅导员个人级的关键绩效指标,以体现每个岗位辅导员的不同工作业绩。
确认关键业绩指标后,从工作业绩、工作能力和工作态度三个维度,建立起具体的绩效考核指标体系和相应的绩效考核方法。
在上述工作的基础上,按照绩效管理的五个步骤,即绩效计划、绩效实施、绩效沟通、绩效反馈与改进和绩效结果运用,设计了HT大学辅导员的绩效管理体系。末尾,对目前研究设计中存在的问题进行了剖析说明,就现阶段HT大学实施辅导员绩效管理提出了自己的看法。
The administration of college and university presents the complexion between the maturity of teacher performance appraisal system and lack of administration personnel performance appraisal after the reform of personnel system in the college and university.
The thesis deals with the establishment of performance appraisal indicators of the student’s affairs counsellor in order to give out scientific performance appraisal, and performance management system is designed on the conditions of the student’s affairs counsellor in HT University.
Theoretically, the present condition and insufficiency of the appraisal of the student’s affairs counsellor in HT University is revealed from the point of human resources management, practically, a set of actual and feasible plan is provided to efficiently appraise the student’s affairs counsellor in order to bestir them to work hard.
Decompose the performance appraisal indicators of the student’s affairs counsellor by adopting key performance indicators method. Determine the key performance dimensionality of university standard from the strategic target of the student affairs in the university. On the basis of that, decompose the indicators and obtain the key performance factors of academic and department standard per the duty of the department by analysis.
Then the key performance indicators of individual standard of the student’s affairs counsellor will be formed in combination of the work of specific post, embodying the different working performance of the student’s affairs counsellor on different post.
The detailed performance appraisal indicators system and corresponding method will be established per the working performance, ability and posture after determining the key performance indicators.
The performance management system of the student’s affairs counsellor in HT University is designed on the basis of the above-mentioned per the performance management five steps: performance planning, performance supervision, performance appraisal ,performance feedback and improvement and performance appraisal result application.
In the end, the existing problem in the present study and design is anatomized for explanation. Personal opinion is raised about the performance management of the student’s affairs counsellor presently applied in HT University.
本文对高校管理人员中的辅导员,就如何建立绩效考核指标体系,进行科学的绩效考核,做了研究,并针对HT大学辅导员情况设计了绩效管理体系。
本文在理论上,从人力资源管理角度出发,揭示HT大学对辅导员考核上的现状和不足,在现实上,提供了一套切实可行的方案,以有效评价辅导员,激励其努力工作。
采用关键绩效指标法分解对辅导员考核的绩效指标,从学校学生工作的战略目标出发,确定学校级关键绩效维度,在此基础上分解指标,以部门职责为主线分析出院系部门级关键绩效要素,结合特定岗位的工作分析,形成辅导员个人级的关键绩效指标,以体现每个岗位辅导员的不同工作业绩。
确认关键业绩指标后,从工作业绩、工作能力和工作态度三个维度,建立起具体的绩效考核指标体系和相应的绩效考核方法。
在上述工作的基础上,按照绩效管理的五个步骤,即绩效计划、绩效实施、绩效沟通、绩效反馈与改进和绩效结果运用,设计了HT大学辅导员的绩效管理体系。末尾,对目前研究设计中存在的问题进行了剖析说明,就现阶段HT大学实施辅导员绩效管理提出了自己的看法。
The administration of college and university presents the complexion between the maturity of teacher performance appraisal system and lack of administration personnel performance appraisal after the reform of personnel system in the college and university.
The thesis deals with the establishment of performance appraisal indicators of the student’s affairs counsellor in order to give out scientific performance appraisal, and performance management system is designed on the conditions of the student’s affairs counsellor in HT University.
Theoretically, the present condition and insufficiency of the appraisal of the student’s affairs counsellor in HT University is revealed from the point of human resources management, practically, a set of actual and feasible plan is provided to efficiently appraise the student’s affairs counsellor in order to bestir them to work hard.
Decompose the performance appraisal indicators of the student’s affairs counsellor by adopting key performance indicators method. Determine the key performance dimensionality of university standard from the strategic target of the student affairs in the university. On the basis of that, decompose the indicators and obtain the key performance factors of academic and department standard per the duty of the department by analysis.
Then the key performance indicators of individual standard of the student’s affairs counsellor will be formed in combination of the work of specific post, embodying the different working performance of the student’s affairs counsellor on different post.
The detailed performance appraisal indicators system and corresponding method will be established per the working performance, ability and posture after determining the key performance indicators.
The performance management system of the student’s affairs counsellor in HT University is designed on the basis of the above-mentioned per the performance management five steps: performance planning, performance supervision, performance appraisal ,performance feedback and improvement and performance appraisal result application.
In the end, the existing problem in the present study and design is anatomized for explanation. Personal opinion is raised about the performance management of the student’s affairs counsellor presently applied in HT University.
引文
[1] 侯坤.《绩效管理制度设计》.第一版.北京:中国工人出版社.2004.25-31
[2] 彭剑锋,饶征.《基于能力的人力资源管理》. 第一版.北京:中国人民大学出版社.2003.85-89
[3] [美]亚历山大·希亚姆.《激励员工》.第一版.王予和,王舒娟译.上海:上海世纪出版集团,人民出版社.2002.64-66
[4] 饶征,孙波.《以 KPI 为核心的绩效管理》. 第一版.北京:中国人民大学出版社.2003.101-112
[5] [美]Jerry N·Gilley,Nathaniel W·Boughton.《绩效教练》.第一版.万娉燕翻译.北京:机械工业出版社.2004.78-85
[6] 洪真裁.绩效管理在高校运行过程中的价值引导. 科学学与科学技术管理,2004,06:101-102
[7] 胡蓓.《脑力劳动者激励》.第一版.北京:中国人事出版社.2005.45-49
[8] 於敏编著.《行政管理职位工作手册》.第一版.北京:人民邮电出版社.2005.8-9
[9] 王艳.高校管理人员绩效考核若干问题的思考.文教资料,2006,06:
[10] 李树芳,张宏岗.绩效管理理念探析——兼谈高校内部评价现状与对策.陕西省经济管理干部学院学报,2005,04:161-164
[11] 徐荣娣;.试论高校预算管理与绩效考评的关系. 事业财会,2006,01:52
[12] 刘慧珍.教师绩效管理与高校组织核心目标的偏离.大学教育科学,2006,01:67-68
[13] 王宁.浅谈绩效管理在高校人事管理中的应用. 管理科学文摘,2003,5
[14] 刘永平.关于完善高校教师考核工作的思考. 扬州大学学报(高教研究版),2003,4:21-23
[15] 杨璐.高校图书馆绩效管理之小议. 大学图书情报学刊,2005,01:98
[16]苗秀杰.《行政主管绩效管理方法》.第一版.北京:中国经济出版社.2003.120-151.
[17]http://www.hust.edu.cn/content/content_11783.html
[18] 张静.企业绩效评估的有利工具——关键绩效指标法.铁道物资科学管理,2004,05:34
[19] 熊英子,刘爽.KPI 设计误区分析及解决思路.企业人力资源管理,2004,10:56
[20] 叶畅东.关键绩效指标体系建立研究.现代管理科学,2005,07:100
[21] Kaplan, R.S, and Norton, D.P . (1992) The Balanced Secorecard-Measures TZZat Drive Performance. Harvard Business Review, January-February 1992
[22] 原海滨.高校行政部门绩效考评指标的研究.科技与管理,2003,06:89
[23] 袁迎菊.关于高校管理者绩效考核体系的若干问题.中国矿业大学学报(社会科学版),2004,02
[24] 葛秀珍.浅析高校管理人员绩效评估的困境与原因.北京教育(高教版),2004,06
[25] 王鹏.基于战略的绩效管理—某国有化工企业的绩效管理体系设计:硕士学位论文.对外经济贸易大学,2004
[26] 罗一鸣.绩效管理在武钢钢材产品质量检查中应用的研究:硕士学位论文.华中科技大学图书馆.2004
[27] 肖文俊.湖南 WF 股份有限公司 KPI 绩效管理研究:硕士学位论文.华中科技大学图书馆.2004
[28] 姜玉.领导哲学.云南人民出版社.2001
[29] Michel Hammer.James Champy.Reengeneering the Corporation,New York:Harper Collins Book.1995
[30] Stew B.M.Ross.I Knowing when to plug.Havard Business Review,1987
[31] Has.A.C.Readings on Strategic Management.The Institute of Management Sciences,1984
[32] James.P.Lewis.Project:Think like your customers.T D.1993
[33] Procter Tony. Management Creativity.北京:中国人民大学出版社和 Prentice Hall 出版公司,1997
[34] Robert.A.Bord.Managing Quality for high profits.New York:McGraw-hillPublishing Company,1982
[35] J.M.Juran. Juran On Planning for Quality control.北京:机械工业出版社,1999
[36] Tom Saar.Performance Leadership-So What Next.Mckinsey Company,1998
[37] David Parlby.Knowledge Management Research Report 2000.KPMG consulting
[38] Noe Raymond A.Human resource management : gaining a competitive advantage. Boston: Irwin McGraw-Hill, 1996.
[39] Edwood E.Lawler.Research Directions.Human Resource Management Review,2000,1:181-191
[40] Lawrences S.Kleiman.Human resource management:atool for competitive advantage.第 3 版。刘秀娟,汤志安译.台北 : 扬智文化事业有限公司, 2000
[41] John Bark.Total Quality Management.北京:中国人民大学出版社,1997
[2] 彭剑锋,饶征.《基于能力的人力资源管理》. 第一版.北京:中国人民大学出版社.2003.85-89
[3] [美]亚历山大·希亚姆.《激励员工》.第一版.王予和,王舒娟译.上海:上海世纪出版集团,人民出版社.2002.64-66
[4] 饶征,孙波.《以 KPI 为核心的绩效管理》. 第一版.北京:中国人民大学出版社.2003.101-112
[5] [美]Jerry N·Gilley,Nathaniel W·Boughton.《绩效教练》.第一版.万娉燕翻译.北京:机械工业出版社.2004.78-85
[6] 洪真裁.绩效管理在高校运行过程中的价值引导. 科学学与科学技术管理,2004,06:101-102
[7] 胡蓓.《脑力劳动者激励》.第一版.北京:中国人事出版社.2005.45-49
[8] 於敏编著.《行政管理职位工作手册》.第一版.北京:人民邮电出版社.2005.8-9
[9] 王艳.高校管理人员绩效考核若干问题的思考.文教资料,2006,06:
[10] 李树芳,张宏岗.绩效管理理念探析——兼谈高校内部评价现状与对策.陕西省经济管理干部学院学报,2005,04:161-164
[11] 徐荣娣;.试论高校预算管理与绩效考评的关系. 事业财会,2006,01:52
[12] 刘慧珍.教师绩效管理与高校组织核心目标的偏离.大学教育科学,2006,01:67-68
[13] 王宁.浅谈绩效管理在高校人事管理中的应用. 管理科学文摘,2003,5
[14] 刘永平.关于完善高校教师考核工作的思考. 扬州大学学报(高教研究版),2003,4:21-23
[15] 杨璐.高校图书馆绩效管理之小议. 大学图书情报学刊,2005,01:98
[16]苗秀杰.《行政主管绩效管理方法》.第一版.北京:中国经济出版社.2003.120-151.
[17]http://www.hust.edu.cn/content/content_11783.html
[18] 张静.企业绩效评估的有利工具——关键绩效指标法.铁道物资科学管理,2004,05:34
[19] 熊英子,刘爽.KPI 设计误区分析及解决思路.企业人力资源管理,2004,10:56
[20] 叶畅东.关键绩效指标体系建立研究.现代管理科学,2005,07:100
[21] Kaplan, R.S, and Norton, D.P . (1992) The Balanced Secorecard-Measures TZZat Drive Performance. Harvard Business Review, January-February 1992
[22] 原海滨.高校行政部门绩效考评指标的研究.科技与管理,2003,06:89
[23] 袁迎菊.关于高校管理者绩效考核体系的若干问题.中国矿业大学学报(社会科学版),2004,02
[24] 葛秀珍.浅析高校管理人员绩效评估的困境与原因.北京教育(高教版),2004,06
[25] 王鹏.基于战略的绩效管理—某国有化工企业的绩效管理体系设计:硕士学位论文.对外经济贸易大学,2004
[26] 罗一鸣.绩效管理在武钢钢材产品质量检查中应用的研究:硕士学位论文.华中科技大学图书馆.2004
[27] 肖文俊.湖南 WF 股份有限公司 KPI 绩效管理研究:硕士学位论文.华中科技大学图书馆.2004
[28] 姜玉.领导哲学.云南人民出版社.2001
[29] Michel Hammer.James Champy.Reengeneering the Corporation,New York:Harper Collins Book.1995
[30] Stew B.M.Ross.I Knowing when to plug.Havard Business Review,1987
[31] Has.A.C.Readings on Strategic Management.The Institute of Management Sciences,1984
[32] James.P.Lewis.Project:Think like your customers.T D.1993
[33] Procter Tony. Management Creativity.北京:中国人民大学出版社和 Prentice Hall 出版公司,1997
[34] Robert.A.Bord.Managing Quality for high profits.New York:McGraw-hillPublishing Company,1982
[35] J.M.Juran. Juran On Planning for Quality control.北京:机械工业出版社,1999
[36] Tom Saar.Performance Leadership-So What Next.Mckinsey Company,1998
[37] David Parlby.Knowledge Management Research Report 2000.KPMG consulting
[38] Noe Raymond A.Human resource management : gaining a competitive advantage. Boston: Irwin McGraw-Hill, 1996.
[39] Edwood E.Lawler.Research Directions.Human Resource Management Review,2000,1:181-191
[40] Lawrences S.Kleiman.Human resource management:atool for competitive advantage.第 3 版。刘秀娟,汤志安译.台北 : 扬智文化事业有限公司, 2000
[41] John Bark.Total Quality Management.北京:中国人民大学出版社,1997