绩效考核，是绩效管理中的一个重要的环节，是指考核主体在考核周期结束 时，对照工作目标和绩效标准，采用科学的考核方式，评定员工的工作任务完成 情况、员工的工作职责履行程度和员工的发展情况，科学有效的绩效考核，能够 帮助组织发掘管理中存在的问题，帮助员工依据考核结果制定绩效的改进计划， 提高员工绩效。 “立德树人”，是所有学校办学的根本任务，“德育”工作是其他一切教学 活动的根本基础和最终落脚点，班主任工作成效直接关系到“德育”工作的好坏。 因此，只有确保对班主任队伍进行科学有效的绩效考核，提高学校管理水平的同 时，不断激励班主任通过考核发现工作中存在的问题加以完善，提高管理学生的 水平，才能真正做到“立德树人”。 XX培训学校是一所民办中等职业学校，经过多年发展学校现已成立了自己 的校外培训机构将业务拓展到成人高等学历教育、艺考培训、职业技能培训及劳 务输出等领域，为自身创收不断发展的同时，办学至今的10余年时间里，为地 方的建设和发展，输送了一批又一批的技能人才。但近年来，随着国家对职业教 育的不断重视，职业教育行业的竞争日趋激烈，像XX培训学校这种民办中职院 校的生存空间越来越小，社会对于技能型人才“德才兼备”的需求越来越高。学 校在日常管理中，是否能够有效的激励班主任全身心的投入到学生的“德育”教 育中，保证学生“德才兼备”，不断的满足社会的需要。已然成为XX培训学校 这类中职学校“生死攸关”大问题。 因此，本文以XX培训学校现行的班主任绩效考核为个案，通过对学校班主 任考核的准备阶段、实施阶段、信息搜集阶段、结果输出阶段进行深入研究分析 后，找到现行考核无法有效、充分激励班主任队伍的根本原因是，考核存在考核 内容不合理、考核主体过于单一、考核方法不科学、缺乏考核结果的审核和申诉 机制的问题。这些问题已经给XX培训学校的“健康”带来了严重的影响，必须 进行及时的完善和改进才能确保学校未来的生存和发展。 最后，运用MBA中所学绩效考核的理论、方法针对发现的问题，提出了明 确可行的完善设计。能够有效的帮助XX培训学校（后文中统称为XX学校）有效 5 的解决现行考核中存在的问题和不足，使得绩效考核更好的激励班主任专注于学 生的全面成长，为学校未来的生存和发展打下坚实的基础。 关键词；职业教育、班主任、德育、绩效考核、改善建议 6 Abstract Performance appraisal is an important link in performance management. It refers to the scientific and effective performance appraisal by the appraisal subject at the end of the appraisal cycle, according to the work objectives and performance standards, using scientific appraisal methods to evaluate the completion of the staff's work tasks, the performance of the staff's work responsibilities and the development of the staff, It can help the organization to find out the problems existing in the management, help the employees to make the performance improvement plan according to the evaluation results, and improve the employee performance. "Moral education" is the fundamental task of all schools, "moral education" is the fundamental basis and ultimate goal of all other teaching activities. The effectiveness of the work of the head teacher is directly related to the "moral education" work. Therefore, only to ensure the scientific and effective performance appraisal of the class teacher team, improve the management level of the school, at the same time, constantly encourage the class teacher to find the problems existing in the work through the appraisal and improve the management level of students, can we truly achieve "moral cultivation". XX training school is a private secondary vocational school. After years of development, the school has set up its own off campus training organization, expanding its business to adult higher education, art examination training, vocational skills training and labor export, etc. at the same time, it has been continuously developing for its own income. In the past 10 years, it has been contributing to the local construction and development, A number of skilled talents have been transferred. But in recent years, with the continuous attention of the state to vocational education, the competition in the vocational education industry is becoming increasingly fierce. The living space of private secondary vocational schools such as XX training school is getting smaller and smaller, and the social demand for skilled talents with "both ability and political integrity" is getting higher and higher. In the daily management of 7 the school, whether it can effectively motivate the head teacher to devote himself to the students' moral education, ensure that the students have both ability and political integrity, and constantly meet the needs of the society. XX training school has become such a secondary vocational school "life and death" problem. Therefore, this paper takes the current performance appraisal of class teachers in XX training school as a case, through the in-depth research and analysis of the preparation stage, implementation stage, information collection stage and result output stage of the school class teacher appraisal, finds out that the fundamental reasons why the current appraisal can not effectively and fully motivate the class teacher team are that the appraisal content is unreasonable, the appraisal subject is too single, and the main body is too small The problems of unscientific assessment methods, lack of assessment results audit and appeal mechanism. These problems have brought a serious impact on the "health" of XX training school. We must make timely improvement to ensure the survival and development of the school in the future. Finally, using the theory and method of MBA performance appraisal, the paper puts forward a clear and feasible perfect design for the problems found. It can effectively help XX training school (hereinafter referred to as XX school) to effectively solve the existing problems and deficiencies in the current assessment, so that the performance assessment can better motivate the head teacher to focus on the overall growth of students, and lay a solid foundation for the future survival and development of the school. Key words；Secondary vocational school；Teacher in charge of a class；moral education;performance appraisal；improvement suggestion 8 目录 第一章 绪论 ..... 12 第一节 研究背景及意义 .......... 12 一、研究背景 .. 12 二、研究意义 .. 13 第二节 国内外文献综述 .......... 14 一、国外文献综述 ......................... 14 二、国内文献综述 ......................... 15 第三节 研究内容、研究方法、技术路线 ........ 18 一、研究内容 .. 18 二、研究方法 .. 18 第二章 绩效考核及其理论基础 ....................... 21 第一节 绩效考核 ......................... 21 一、绩效考核与绩效管理的区别 21 二、绩效考核的含义及作用 ........ 22 三、绩效考核的流程 ..................... 23 四、绩效考核的内容 ..................... 24 五、绩效考核的方法 ..................... 24 第二节 研究相关基础理论 ..... 25 一、激励理论 .. 25 二、SMART原则 ............................. 27 三、等级评估法 ............................. 27 四、360°考核法 ........................... 28 第三章 XX学校班主任绩效考核现状 ....... 29 第一节 XX学校简介 .................. 29 第二节 XX学校班主任绩效考核基本情况 ....... 30 一、考核对象 .. 30 二、考核的主体、周期及考核流程 ........................... 30 9 三、考核的内容 ............................. 32 四、考核的方法 ............................. 34 第四章 XX学校班主任绩效考核存在问题分析 ................... 36 第一节 考核内容研究分析 ..... 38 一、 现行指标存在问题分析 ...... 38 二、现行指标权重存在问题分析 41 三、结论——考核内容不科学 .... 42 第二节 考核主体研究分析 ..... 43 一、考核主体存在问题分析 ........ 43 二、结论——考核主体单一 ........ 44 第三节 考核方法研究分析 ..... 44 一、考核方法存在问题分析 ........ 44 二、结论——考核方法不科学 .... 45 第四节 考核结果确认研究分析 ........................... 46 一、考核结果确认存在问题分析 46 二、结论——缺乏考核结果的审核和申诉机制 ...... 47 第五章 XX学校班主任绩效考核优化设计 .............................. 48 第一节 完善考核指标设置的科学性 ................. 48 一、设计的依据 ............................. 48 二、“核心指标”的提取——头脑风暴法 .............. 49 三、科学选取指标，并将指标系统化设置 .............. 50 四、科学设置指标的权重 ............. 51 五、总结 ....