本文選題：績(jī)效評(píng)價(jià)　切入點(diǎn)：民辦高校　出處：《河北大學(xué)》2013年碩士論文

【摘要】：在當(dāng)前的新形勢(shì)下，企業(yè)面臨日益激烈的市場(chǎng)競(jìng)爭(zhēng)。經(jīng)濟(jì)的發(fā)展依靠人才，人才是企業(yè)競(jìng)爭(zhēng)的關(guān)鍵。培養(yǎng)高素質(zhì)的人才是高校的使命，為實(shí)現(xiàn)教育質(zhì)量的提高，高校越來(lái)越重視管理水平和核心競(jìng)爭(zhēng)力的提高，教師隊(duì)伍的建設(shè)和穩(wěn)定是高校內(nèi)部管理的重點(diǎn)，教師的績(jī)效管理成為保障教學(xué)質(zhì)量、推進(jìn)科學(xué)化管理的重中之重。 我國(guó)的民辦高校在市場(chǎng)經(jīng)濟(jì)中發(fā)展了30多年，已經(jīng)成為高等教育的重要組成部分，有效的充實(shí)了我國(guó)的高等教育資源，為社會(huì)經(jīng)濟(jì)發(fā)展做出了巨大貢獻(xiàn)。近年來(lái)民辦高校發(fā)展迅速，伴隨著一些民辦高校的轉(zhuǎn)型升級(jí)，對(duì)自身管理提出了更高的要求。為了應(yīng)對(duì)來(lái)自公辦院校、獨(dú)立學(xué)院、各種培訓(xùn)機(jī)構(gòu)的激烈競(jìng)爭(zhēng)，也為了自身的長(zhǎng)遠(yuǎn)發(fā)展，民辦高校必須用先進(jìn)的商場(chǎng)上的優(yōu)勢(shì)理論武裝自己。 河北KJ學(xué)院是具有頒發(fā)國(guó)家承認(rèn)學(xué)歷資格的普通全日制高校，也是所在地區(qū)民辦高校的佼佼者，注重通過(guò)提高辦學(xué)質(zhì)量來(lái)贏得社會(huì)的廣泛認(rèn)可。隨著規(guī)模等硬件資源的充實(shí)，學(xué)院也逐漸走向內(nèi)涵式發(fā)展的道路。當(dāng)前學(xué)院對(duì)教師的績(jī)效管理基本按照公辦院校的模式，評(píng)價(jià)體系存在的一些問(wèn)題對(duì)學(xué)院發(fā)展的威脅已經(jīng)凸顯。本文利用風(fēng)靡全球的戰(zhàn)略業(yè)績(jī)?cè)u(píng)價(jià)工具——平衡計(jì)分卡，針對(duì)學(xué)院教師績(jī)效評(píng)價(jià)中存在的問(wèn)題以及學(xué)院的發(fā)展現(xiàn)狀，因地制宜建立了一套科學(xué)實(shí)用的評(píng)價(jià)體系�；谄胶庥�(jì)分卡的優(yōu)勢(shì)，本文首先開(kāi)發(fā)了學(xué)院戰(zhàn)略地圖，然后在學(xué)院使命和戰(zhàn)略目標(biāo)的指導(dǎo)下，，建立學(xué)院、系部、教師三個(gè)層面的平衡計(jì)分卡，將各級(jí)指標(biāo)層層分解并保證評(píng)價(jià)指標(biāo)間的因果聯(lián)系，利用層次分析法賦予各指標(biāo)權(quán)重，形成新型績(jī)效評(píng)價(jià)指標(biāo)體系。最后提出河北KJ學(xué)院教師績(jī)效評(píng)價(jià)體系建立和實(shí)施的保障措施，通過(guò)在全院貫徹先進(jìn)的績(jī)效管理思想、完善相關(guān)政策、加強(qiáng)反饋和溝通等措施，切實(shí)提高教師績(jī)效和教育質(zhì)量，實(shí)現(xiàn)學(xué)院辦學(xué)實(shí)力的提升，更好的服務(wù)社會(huì)經(jīng)濟(jì)。本文針對(duì)河北KJ學(xué)院教師績(jī)效評(píng)價(jià)體系的研究，也可以為其他民辦高校和公辦院校的績(jī)效管理提供借鑒。
[Abstract]:Under the current new situation, enterprises are facing increasingly fierce market competition. The development of economy depends on talents, and talent is the key of enterprise competition. It is the mission of colleges and universities to cultivate high-quality talents, in order to improve the quality of education. Colleges and universities pay more and more attention to the improvement of management level and core competitiveness. The construction and stability of teachers' team is the focus of internal management in colleges and universities. The performance management of teachers has become the most important part in guaranteeing teaching quality and promoting scientific management. Private colleges and universities in China have developed for more than 30 years in the market economy, and have become an important part of higher education, effectively enriching the resources of higher education in our country. In recent years, private colleges and universities have developed rapidly. With the transformation and upgrading of some private universities, they have put forward higher requirements for their own management. With the fierce competition of various training institutions, and for their long-term development, private colleges and universities must arm themselves with the advantage theory of advanced shopping malls. Hebei KJ College is an ordinary full-time university with the qualification of state recognition, and is also a leader of private colleges and universities in the region. It pays attention to winning wide social recognition by improving the quality of running a school. With the development of hardware resources such as scale, At present, the performance management of teachers in colleges is basically in accordance with the pattern of public colleges. Some problems in the evaluation system have become more and more serious to the development of the college. This paper uses the global strategy performance evaluation tool-balanced scorecard, aiming at the problems existing in the evaluation of college teachers' performance and the present situation of the development of the college. A set of scientific and practical evaluation system has been established according to local conditions. Based on the advantages of balanced scorecard, this paper first develops the strategic map of the college, then, under the guidance of the mission and strategic objectives of the college, establishes the department of the college and department. The balanced scorecard of teachers at three levels decomposes all levels of indicators layer by layer and assures the causal relationship between the evaluation indexes, and gives weight to each index by AHP. Finally, the paper puts forward the safeguard measures for the establishment and implementation of the performance evaluation system of teachers in Hebei KJ College, through the implementation of advanced performance management ideas, the improvement of relevant policies, and the strengthening of feedback and communication in the whole hospital. To improve teachers' performance and quality of education, to improve the strength of running schools, and to better serve the social economy. This paper studies the evaluation system of teachers' performance in Hebei KJ College. It can also provide reference for the performance management of other private colleges and universities.
【學(xué)位授予單位】：河北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：G647.2

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