而绩效管理作为我国民办高职院校人力资源管理的关键，是提高绩效的有力手段。绩
效考核是绩效管理的核心与重点，如果能合理运用，不仅有利于促进学校的发展和绩
效的提升，也有助于提高教师的能力并挖掘其潜力，特别是有助于将教师的个人目标
与学校发展战略相结合，实现可持续发展
建立完善的绩效考核体系是西方发达国家成功企业的重要经验。目前来看，我国
大多数民办高职院校都是照搬照抄公办高职院校的绩效考核模式，甚至根本没有考虑
进行绩效考核，认为绩效考核就是“为难人”。即使有实施绩效考核的部分院校，也
流于“形式化”和“表面化”，很难反映教师真实的工作状况。高职教育是技术应用
型而不是研究性，面向的是岗位群而不是学科体系，培养的是高技能人才，因此需要
教师具有较强的综合能力。可见，民办高职院校的教师绩效考核，应借鉴国外高职院
校教师绩效考核模式，并探索与民办高职教育特点、学校本身情况相适应的形式，使
师资队伍建设更有针对性、实效性
本论文希望通过研究民办高职院校教师绩效考核体系，了解 A 学院教师绩效考
核的现状与存在的问题，借鉴美国高等院校以及国内公办高职院校的有效经验，提出
完善 A 学院教师绩效考核体系的建议。同时也希望对我国民办高职院校教师的人力
资源管理提供帮助，切实提高民办高职院校的人力资源管理水平
关键词：民办高职院校，绩效考核，绩效优化III
Abstract
With the development of market economy and the deepening of the reform and open
up, if enterprises want to take a place in the market competition, in addition to improve all
kinds of factors of technology and management, they also must strengthen the management
of talent strategy. In recent years, in order to quicken the connotation construction, private
higher vocational colleges constantly change their management modes and build
professional teams. As the center of human resource management in our countries’ higher
vocational colleges, performance management is a powerful tool for improving
performance. Performance appraisal is the core and difficulty of performance management.
If we can make rational use of it in the process of management, it’s not only beneficial to
promote the development of colleges and the improvement of performance, but also
helpful to improve the ability of the staff and excavate its potential, especially helpful to
combine staff’s personal goals with development strategy of private higher vocational
colleges to realize the sustainable development.
All successful enterprises of western developed countries have reached consensus on
establishing a perfect performance appraisal system. From the point of the present situation
of the higher vocational colleges, most of colleges copy the modes of public colleges and
universities, some of them even have no performance appraisal, which they take as putting
the staff in an awkward situation. Even if there are some colleges and universities
implementing performance appraisal, many of them are formalization and superficiality,
which is difficult to reflect the real work situation of teachers. As higher vocational
education is a technical application rather than a research-oriented education, which is
oriented to the position group rather than the discipline system and cultivating highly
skilled talents, so it is necessary for teachers to have a strong comprehensive ability. It
shows that the teacher performance appraisal of private higher vocational colleges should
draw lessons from foreign teacher performance appraisal model and explore the manner
which adapts to the characteristics and the school situation of the colleges to make theIV
teaching staff construction be more targeted and effectiveness.
This thesis hopes to put forward suggestion of improving A private higher vocational
college teachers&39; performance appraisal system, by understanding the present situation and
the existing problems of it and drawing lessons from American colleges and universities as
well as the effective experience of the domestic public higher vocational colleges. At the
same time, we hope to give some help for the development of teachers in the higher
vocational colleges in our country and then improve the management performance and
level of the private colleges.
Key words：Private higher vocational college; Performance appraisal;
Performance improveV
目 录
摘要 ...... I
ABSTRACT .. III
目 录 ...... V
第 1 章 绪论 . 1
1.1 研究背景和意义..... 1
1.1.1 研究背景 ...... 1
1.1.2 研究意义 ...... 2
1.2 相关领域的国内外研究现状....... 3
1.2.1 国内研究现状 .. 3
1.2.2 国外研究现状 .. 8
1.3 研究思路与方法..... 9
1.3.1 研究思路 ...... 9
1.3.2 研究方法 ...... 9
1.4 创新之处.......... 10
第 2 章 民办高职院校教师绩效考核的理论基础....... 11
2.1 人性假设理论...... 11
2.2 激励理论.......... 12
2.2.1 内容型激励理论 ........... 12
2.2.2 过程型激励理论 ........... 13
2.2.3 行为改造型激励理论 ....... 14
第 3 章 A 学院教师绩效考核现状及其满意度分析 ..... 17
3.1 A 学院的基本情况 .. 17
3.1.1 A 学院的简介 .. 17
3.1.2 A 学院师资队伍结构分析 .... 17
3.2 A 学院教师绩效考核的现状 ...... 19
3.2.1 绩效考核的目的 ........... 19VI
3.2.2 绩效考核的内容 ........... 20
3.2.3 绩效考核的指标体系 ....... 21
3.2.4 绩效考核的方法 ........... 21
3.2.5 绩效考核的流程 ........... 25
3.2.6 绩效考核的激励措施 ....... 25
3.3 A 学院教师绩效考核的满意度分析26
3.3.1 A 学院教师绩效考核满意度及影响因素的分析维度 ...... 26
3.3.2 A 学院教师绩效考核的满意度分析 ........ 29
3.3.3 A 学院教师绩效考核满意度的影响因素分析32
第 4 章 国内外高职院校教师绩效考核的比较分析..... 37
4.1 国内公办高职院校教师绩效考核——以 G 院为例 37
4.1.1 G 院的概况 .... 37
4.1.2 绩效考核的目标 ........... 37
4.1.3 绩效考核的组织及内容 ..... 37
4.1.4 绩效考核的方法 ........... 38
4.1.5 绩效考核计分办法 ......... 39
4.1.6 教学质量考核等级确定 ..... 39
4.1.7 教师绩效考核等级确定 ..... 40
4.1.8 教师绩效考核结果的应用 ... 40
4.2 国外高职院校教师绩效考核——以美国为例.... 41
4.2.1 美国教师绩效考核的概况 ... 41
4.2.2 绩效考核的目标 ........... 42
4.2.3 绩效考核的内容和方法 ..... 42
4.2.4 绩效考核的指标 ........... 43
4.2.5 绩效考核的激励措施 ....... 44
4.3 可借鉴的经验...... 45
4.3.1 绩效指标体系重视教学质量 . 45
4.3.2 绩效考核主体与激励措施的多元化 ....... 45
第 5 章 A 学院教师绩效考核存在的问题及对策分析 ... 47VII
5.1 A 学院教师绩效考核存在的问题 .. 47
5.1.1 绩效考核定位不准确 ....... 47
5.1.2 绩效考核指标太细 ......... 48
5.1.3 绩效考核方法不合理 ....... 49
5.1.4 绩效考核部门的执行力差 ... 49
5.1.5 绩效考核激励奖惩功能弱化 . 50
5.1.6 考核
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