地方高校实验教学队伍绩效管理与激励机制研究
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摘要
地方高校是由省级及省级以下政府创办的高等学校,这类高校的办学特色是重视教学活动,注重实践,旨在为国家培养实践应用型人才。实验教学队伍在地方高校教学活动中承担着培养大学生实践能力、应用能力以及创新精神的重任,是地方高校教师队伍的重要组成部分之一。为了充分发挥他们在实验教学活动中的主动性与积极性,地方高校应当建立一套有效的绩效管理体系与激励机制作为保障。但是,目前在一些地方高校所建立实验教学人员绩效管理体系和激励机制相对还比较薄弱,无法适应当前地方高校的发展形势。因此,研究地方高校实验教学队伍绩效管理与激励机制,充分发挥实验教学队伍在教学活动中的作用,是许多地方高校亟待解决的问题之一。
本文从地方高校的绩效管理与激励机制的现状入手,分析了当前的地方高校的特点,并指出了实验教学队伍绩效管理和激励机制中普遍存在的主要问题,接着又依据地方高校实验教学队伍的工作内容与特点提出了问题的改进思路。
为了解决存在的问题,本文依据绩效管理理论设计了针对地方高校实验教学队伍的全方位绩效管理体系,它包括了实验教学人员绩效考核、绩效反馈与考核结果应用等内容。为了使绩效管理充分地发挥其作用,本文紧接着遵循需求分析、选择激励方法、优化组合、具体实施、评价调整的步骤与方法设计了符合实验教学人员的激励机制,并建立了符合实验教学人员需要的物质激励、精神激励、职业激励等相结合的激励体系。
最后,将本文提出的绩效管理体系与激励机制应用于广西工学院,在对广西工学院实验教学队伍现状进行分析的基础上,设计了针对实验教学人员的全方位绩效管理体系和激励机制,并提出了改进实验教学队伍现状的策略与方法。
Local colleges & universities are the institutions of higher learning founded by the provincial government or civic government, their operation feature is that they put emphasis on teaching activities and focus on the students’practice, while paying attention to the discipline of practical and applied talent. Experimental teaching team which is mainly engaged in teaching activities is responsible for developing undergraduates’ability of practice & application and arousing their innovative spirit in local institutions of higher learning, and they are an important component of local colleges and universities teacher teams. In order to arouse their energy and enthusiasm, the authorities must establish an effective performance management system and motivate mechanism as a basis. However, there are rarely system of performance management and motivate mechanism which is directly designed for experimental teaching staffs in local colleges and universities. Therefore, the problem how to effectively implement performance management and apply motivation in order to inspire staffs’enthusiasm is demanded to be solved immediately in local institutions of higher learning.
The author begins with the situation of performance management and motivation mechanism in local institutions of higher learning, then the author analyzes the main problems which is contained in the application of experimental teaching staffs’performance management and motivation mechanism while introducing the staffs’job analysis, and propose improved suggestions which is on basis of the situation.
In order to solve these problems which exist, performance management system that suits the experimental teaching staffs' feature is established which is based on the omni-directional inspection, including performance appraisal、performance feedback、application of feedback. And motivation mechanism which contains needs analysis、motivation methods decision、optimizing choice、implementation、evaluation is proposed which is ground on the system at the same time. According to experimental teaching staff s’trait, motivation system is also established which consists of substance incentive, spiritual drive, career incentive.
As a end, the performance management system and motivation mechanism that is posted in the paper will be applied to GuangXi University of Technology(GXUT), on the basis of analysis of the experimental teaching staffs’condition in GXUT, the author will plan the experimental staffs’performance management system which is based on the omni-directional feedback and motivation mechanism according to the staffs’job characteristic, and the author will make the improved rationalization strategies and suggestions for the experimental teaching team.
本文从地方高校的绩效管理与激励机制的现状入手,分析了当前的地方高校的特点,并指出了实验教学队伍绩效管理和激励机制中普遍存在的主要问题,接着又依据地方高校实验教学队伍的工作内容与特点提出了问题的改进思路。
为了解决存在的问题,本文依据绩效管理理论设计了针对地方高校实验教学队伍的全方位绩效管理体系,它包括了实验教学人员绩效考核、绩效反馈与考核结果应用等内容。为了使绩效管理充分地发挥其作用,本文紧接着遵循需求分析、选择激励方法、优化组合、具体实施、评价调整的步骤与方法设计了符合实验教学人员的激励机制,并建立了符合实验教学人员需要的物质激励、精神激励、职业激励等相结合的激励体系。
最后,将本文提出的绩效管理体系与激励机制应用于广西工学院,在对广西工学院实验教学队伍现状进行分析的基础上,设计了针对实验教学人员的全方位绩效管理体系和激励机制,并提出了改进实验教学队伍现状的策略与方法。
Local colleges & universities are the institutions of higher learning founded by the provincial government or civic government, their operation feature is that they put emphasis on teaching activities and focus on the students’practice, while paying attention to the discipline of practical and applied talent. Experimental teaching team which is mainly engaged in teaching activities is responsible for developing undergraduates’ability of practice & application and arousing their innovative spirit in local institutions of higher learning, and they are an important component of local colleges and universities teacher teams. In order to arouse their energy and enthusiasm, the authorities must establish an effective performance management system and motivate mechanism as a basis. However, there are rarely system of performance management and motivate mechanism which is directly designed for experimental teaching staffs in local colleges and universities. Therefore, the problem how to effectively implement performance management and apply motivation in order to inspire staffs’enthusiasm is demanded to be solved immediately in local institutions of higher learning.
The author begins with the situation of performance management and motivation mechanism in local institutions of higher learning, then the author analyzes the main problems which is contained in the application of experimental teaching staffs’performance management and motivation mechanism while introducing the staffs’job analysis, and propose improved suggestions which is on basis of the situation.
In order to solve these problems which exist, performance management system that suits the experimental teaching staffs' feature is established which is based on the omni-directional inspection, including performance appraisal、performance feedback、application of feedback. And motivation mechanism which contains needs analysis、motivation methods decision、optimizing choice、implementation、evaluation is proposed which is ground on the system at the same time. According to experimental teaching staff s’trait, motivation system is also established which consists of substance incentive, spiritual drive, career incentive.
As a end, the performance management system and motivation mechanism that is posted in the paper will be applied to GuangXi University of Technology(GXUT), on the basis of analysis of the experimental teaching staffs’condition in GXUT, the author will plan the experimental staffs’performance management system which is based on the omni-directional feedback and motivation mechanism according to the staffs’job characteristic, and the author will make the improved rationalization strategies and suggestions for the experimental teaching team.
引文
[1]董贾寿,张文佳,实验室管理学,四川:电子科技大学出版社,2005.1~145
[2]滕丽荣,孟庆繁,高校教学实验室管理,北京:科学出版社,2008. 83~94
[3]王丽娟,何妍,绩效管理,北京:清华大学出版社,2009.36~79
[4]葛玉辉,陈悦名,绩效管理实务,北京:清华大学出版社,2008.180~196
[5]劳埃德.拜厄斯,莱斯利.鲁,人力资源管理,北京:人民邮电出版社,2004.187~251
[6]王斌华,教师评价:绩效管理与专业发展,上海:上海教育出版社,2005.22~145
[7]金润圭,杨蓉,人力资源管理教程,上海:立信会计出版社,2004.192~238
[8]斯蒂芬.P.罗宾斯,管理学,北京:中国人民大学出版社,1997.386~278
[9]周三多,陈传明,鲁明泓,管理学原理与方法,上海:复旦大学出版社,2006.516~526
[10]斯蒂芬.P.罗宾斯,组织行为学,北京:中国人民大学出版社,2002.192~279
[11]蒋士亮,李箐,高等学校教学实验室管理与评估,桂林:广西师范大学出版社,2002.114~124
[12]姚启和,高等教育管理学,武汉:华中科技大学出版社,2002.101~103
[13]张燮高,学校管理心理学,北京:人民教育出版社,1993.80~85
[14]王权,高校绩效管理与激励机制研究,硕士论文,哈尔滨理工大学,2007
[15]倪明辉,高校教师激励机制研究,硕士论文,哈尔滨工程大学,2007
[16]蒋国杰,我国高校教师绩效管理研究,硕士论文,苏州大学,2007
[17]刘增武,360度反馈在教师绩效考核中的应用,硕士论文,西南交通大学,2005
[18]李芳,教师绩效管理的现状与对策研究,硕士论文,华东师范大学,2007
[19]徐小青,基于顾客满意的供电企业营销人员绩效管理与激励机制研究,硕士论文,浙江大学,2004
[20]惠志晶,高校任课教师绩效考核方法探讨,硕士论文,电子科技大学,2004
[21]贾晓东,高校实验教学质量管理与评价研究,硕士论文,天津大学,2006
[22]张大众,中铁快运员工绩效管理与激励机制研究,硕士论文,北京交通大学,2006
[23]郭健,论360度反馈在教师绩效评价中的运用,硕士论文,西南师范大学,2004
[24]方旭儒,高校教师绩效考评研究,硕士论文,西南石油学院,2003
[25]盛运华,赵宏中,绩效管理作用及绩效考核体系研究,武汉理工大学学报,2002(2):92-94
[26]杨帅,实验技术队伍建设的研究与思考,实验技术与管理,2006.23(7):124~125
[27]王元松,刘成玉,青岛大学医学院实验技术人员现状调查与分析,实验技术与管理,2008.25(9):153~156
[28]彭雪梅,周雪,廖志刚,加强实验队伍建设创一流实验室,实验科学与技术,2009.7(2):128~129
[29]张国良,高等学校实验队伍建设现状与对策研究,中国电力教育,2009.129(1):74~75
[30]李俊霖,姚秉华,浅谈青年教师实验技能培养,实验技术与管理,2008,25(3):136~137
[31]刘大军,董李平,李帮秀等,实验队伍建设是推进实验教学创新的源泉,西南农业大学学报(社会科学版),2006,4(2):281~282
[32]张晓如,提高高校实验技术队伍素质的思考,高校实验室工作研究,2003(1):63~64
[33]张明长,谈实验教学团队建设,实验室科学,2009.4(2):181~183
[34]冯洁,高校实验技术队伍建设的问题与对策,长春工业大学学报(高教研究版),2006,27(4):10—13
[35]王永刚,实验技术人员工作内容与工作心理分析,职业教育研究,2007(1):82—83
[36]余慧星,朱方长,论高校激励机制建立原则和方法,高等农业教育,2003 (5):12-14
[37]何茂刚,高等学校教学实验室的问题及解析,实验技术与管理,2008.25(11):162~165
[38]张杰,高校实验技术队伍建设之管见,甘肃科技,2009.25(6):152~153
[39]徐晓忠,徐小军,杨潮,高校实验技术队伍建设的现状与对策,中国高教研究,2005年第7期:50~51
[40]顾艳红,刘晓鸿,蔡晓君等,借鉴美国明尼苏达大学实验室管理经验加快我国开放实验管理,实验技术与管理,2008.25(10):187~190
[41]宋丽平,安宁,高校绩效评价指标体系构建,财会月刊,2006(3): 9-11
[42]张福明,高校激励约束机制新探,高教探索,2001(2):46-48
[43]黄秀成,重视实验技术队伍建设不断提高实验人员水平,高校实验室工作研究,2004(2):82~83
[44]徐丽桂,浅谈高校实验技术队伍的建设,黑龙江高教研究,2002(6):165~166
[45]Hary Dessler,Human Resource Management,Prentice Hall International,Inc,1997:237~241
[46] Allan.W,Clive.D,One Size Fits All?Teacher Appraisal in a Chinese Culture,Journal of Personnel Evaluation in Education,2000.14(2):155～178
[47]Bernardin.H.J.&Beatty,R.I,Performance Appraisal:Assessing human behavior at work,Kent Publishers,1984.118~139
[48] T.J.Sergiovanni,L.G.HaIliday , Turning the Tables on Teacher Management,Quality in Basic Education:Better Educational Management,Teaching and Teacher Education,2000(16):223-238
[49]Shinkfield, A.T.&Stufflebeam.D,Teacher evaluation:Guide to effective Boston:KluWer Academic Publishers,1995.231~258
[50]E.M.Hanson,“The School as an Organization”in the School in Society,The Free Press,1993.212~216
[51]D.W.Johnson, R.T.Johnson,Systems Thinking:A Missing Component in Higher Education Planning, Higher Education Policy, 1999,1(12):141-157
[51]D.N.Figlio, Teacher Salaries and Teacher Quality, Economics Letters, 1997 (5):267-271
[52]D.Hopkins, Quality Teachers, Quality Schools:International Perspectives and Policy Implications, Teaching and Teacher Education.1996,1(12):501-517
[53]A.W.Hart, Work Feature Values of Today and Tomorrow Teachers-Work redesign as an Incentive and School Improvement Policy Education in Evaluation and policy Analysis.1949, 16 (4):458~473
[2]滕丽荣,孟庆繁,高校教学实验室管理,北京:科学出版社,2008. 83~94
[3]王丽娟,何妍,绩效管理,北京:清华大学出版社,2009.36~79
[4]葛玉辉,陈悦名,绩效管理实务,北京:清华大学出版社,2008.180~196
[5]劳埃德.拜厄斯,莱斯利.鲁,人力资源管理,北京:人民邮电出版社,2004.187~251
[6]王斌华,教师评价:绩效管理与专业发展,上海:上海教育出版社,2005.22~145
[7]金润圭,杨蓉,人力资源管理教程,上海:立信会计出版社,2004.192~238
[8]斯蒂芬.P.罗宾斯,管理学,北京:中国人民大学出版社,1997.386~278
[9]周三多,陈传明,鲁明泓,管理学原理与方法,上海:复旦大学出版社,2006.516~526
[10]斯蒂芬.P.罗宾斯,组织行为学,北京:中国人民大学出版社,2002.192~279
[11]蒋士亮,李箐,高等学校教学实验室管理与评估,桂林:广西师范大学出版社,2002.114~124
[12]姚启和,高等教育管理学,武汉:华中科技大学出版社,2002.101~103
[13]张燮高,学校管理心理学,北京:人民教育出版社,1993.80~85
[14]王权,高校绩效管理与激励机制研究,硕士论文,哈尔滨理工大学,2007
[15]倪明辉,高校教师激励机制研究,硕士论文,哈尔滨工程大学,2007
[16]蒋国杰,我国高校教师绩效管理研究,硕士论文,苏州大学,2007
[17]刘增武,360度反馈在教师绩效考核中的应用,硕士论文,西南交通大学,2005
[18]李芳,教师绩效管理的现状与对策研究,硕士论文,华东师范大学,2007
[19]徐小青,基于顾客满意的供电企业营销人员绩效管理与激励机制研究,硕士论文,浙江大学,2004
[20]惠志晶,高校任课教师绩效考核方法探讨,硕士论文,电子科技大学,2004
[21]贾晓东,高校实验教学质量管理与评价研究,硕士论文,天津大学,2006
[22]张大众,中铁快运员工绩效管理与激励机制研究,硕士论文,北京交通大学,2006
[23]郭健,论360度反馈在教师绩效评价中的运用,硕士论文,西南师范大学,2004
[24]方旭儒,高校教师绩效考评研究,硕士论文,西南石油学院,2003
[25]盛运华,赵宏中,绩效管理作用及绩效考核体系研究,武汉理工大学学报,2002(2):92-94
[26]杨帅,实验技术队伍建设的研究与思考,实验技术与管理,2006.23(7):124~125
[27]王元松,刘成玉,青岛大学医学院实验技术人员现状调查与分析,实验技术与管理,2008.25(9):153~156
[28]彭雪梅,周雪,廖志刚,加强实验队伍建设创一流实验室,实验科学与技术,2009.7(2):128~129
[29]张国良,高等学校实验队伍建设现状与对策研究,中国电力教育,2009.129(1):74~75
[30]李俊霖,姚秉华,浅谈青年教师实验技能培养,实验技术与管理,2008,25(3):136~137
[31]刘大军,董李平,李帮秀等,实验队伍建设是推进实验教学创新的源泉,西南农业大学学报(社会科学版),2006,4(2):281~282
[32]张晓如,提高高校实验技术队伍素质的思考,高校实验室工作研究,2003(1):63~64
[33]张明长,谈实验教学团队建设,实验室科学,2009.4(2):181~183
[34]冯洁,高校实验技术队伍建设的问题与对策,长春工业大学学报(高教研究版),2006,27(4):10—13
[35]王永刚,实验技术人员工作内容与工作心理分析,职业教育研究,2007(1):82—83
[36]余慧星,朱方长,论高校激励机制建立原则和方法,高等农业教育,2003 (5):12-14
[37]何茂刚,高等学校教学实验室的问题及解析,实验技术与管理,2008.25(11):162~165
[38]张杰,高校实验技术队伍建设之管见,甘肃科技,2009.25(6):152~153
[39]徐晓忠,徐小军,杨潮,高校实验技术队伍建设的现状与对策,中国高教研究,2005年第7期:50~51
[40]顾艳红,刘晓鸿,蔡晓君等,借鉴美国明尼苏达大学实验室管理经验加快我国开放实验管理,实验技术与管理,2008.25(10):187~190
[41]宋丽平,安宁,高校绩效评价指标体系构建,财会月刊,2006(3): 9-11
[42]张福明,高校激励约束机制新探,高教探索,2001(2):46-48
[43]黄秀成,重视实验技术队伍建设不断提高实验人员水平,高校实验室工作研究,2004(2):82~83
[44]徐丽桂,浅谈高校实验技术队伍的建设,黑龙江高教研究,2002(6):165~166
[45]Hary Dessler,Human Resource Management,Prentice Hall International,Inc,1997:237~241
[46] Allan.W,Clive.D,One Size Fits All?Teacher Appraisal in a Chinese Culture,Journal of Personnel Evaluation in Education,2000.14(2):155～178
[47]Bernardin.H.J.&Beatty,R.I,Performance Appraisal:Assessing human behavior at work,Kent Publishers,1984.118~139
[48] T.J.Sergiovanni,L.G.HaIliday , Turning the Tables on Teacher Management,Quality in Basic Education:Better Educational Management,Teaching and Teacher Education,2000(16):223-238
[49]Shinkfield, A.T.&Stufflebeam.D,Teacher evaluation:Guide to effective Boston:KluWer Academic Publishers,1995.231~258
[50]E.M.Hanson,“The School as an Organization”in the School in Society,The Free Press,1993.212~216
[51]D.W.Johnson, R.T.Johnson,Systems Thinking:A Missing Component in Higher Education Planning, Higher Education Policy, 1999,1(12):141-157
[51]D.N.Figlio, Teacher Salaries and Teacher Quality, Economics Letters, 1997 (5):267-271
[52]D.Hopkins, Quality Teachers, Quality Schools:International Perspectives and Policy Implications, Teaching and Teacher Education.1996,1(12):501-517
[53]A.W.Hart, Work Feature Values of Today and Tomorrow Teachers-Work redesign as an Incentive and School Improvement Policy Education in Evaluation and policy Analysis.1949, 16 (4):458~473