江苏大学本科生毕业论文(设计)开题报告
江苏大学本科生毕业论文(设计)开题报告
学院: 管理学院 XXXXXXXXXX专业: 人力资源管理
XXXXXXXXXX学号: XXXXXXXXXX XXXXXXXXXX年级: 17级
学 生 姓 名
叶欣怡
指 导 教 师
张书凤
Thesis Topic
Research on the Problems and Countermeasures of Teachers’ Performance Evaluation in Nanjing Qiming Education and Training
Domestic and foreign research related to this topic:
1. Research background and research significance
1.1 Research background
With the continuous improvement of people's living standards, my country's education industry has great development prospects and room for progress. However, with the continuous increase of training institutions, educational institutions are also facing huge market competition pressure and huge challenges in human resource management. Therefore, it also provides a steady stream of motivation for educational institutions to explore scientific management methods. To gain a firm foothold and seek development in this context, training institutions need to pay attention to the performance appraisal of teachers, realize the importance of performance appraisal, and regard performance management as an indispensable part of the management center. Thereby improving the teaching efficiency of teachers through performance management and enhancing the competitiveness of educational institutions themselves. However, there are still many training institutions in my country that pay less attention to the performance appraisal of teachers, and many only stay at the level of performance appraisal. Managers do not realize that a reasonable performance appraisal mechanism can play a role in enhancing economic returns.
In this paper, the teacher and apprentice analyzes the problems in the teacher performance assessment of Nanjing Qiming Education, and proposes co
esponding solutions based on the relevant theoretical basis and investigations and studies, and formulates a specific operation method with strong feasibility.
1.2 Research significance
1.2.1 Theoretical significance
The research in this paper finds that the performance management theory and practice are out of touch in the performance appraisal of teachers by training institutions, and the single performance appraisal model will have a great impact on the results of teacher performance appraisal of training institutions. Therefore, by rationally optimizing the teacher performance appraisal system, the results obtained can reflect the performance in a scientific, objective and fair manner, which not only avoids the disconnection between teacher performance appraisal and corporate strategic goals, but also enables employees to establish a unified development concept, and then Make the employee performance appraisal system provide a strong endogenous motivation for the development of the enterprise.
1.2.2 Realistic significance
Practical application is the fundamental value of research. In this study, Nanjing Qiming Education is taken as an example. By analyzing the status quo and shortcomings of teacher performance appraisal, combining with the research data of other scholars, it is proposed to promote the teacher performance appraisal system of Nanjing Qiming Education. The optimized countermeasures have direct application reference value for the institution, improve its performance appraisal effect, and provide reference for other training institutions.
2. Cu
ent research status at home and a
oad
2.1 Cu
ent status of foreign research
Kevin Baird, Amy Tung, and Sophia Su XXXXXXXXXXmentioned that four quality dimensions including trust, clarity, communication, and fairness are used to assess the connection between the power granted to low-level managers and their performance. The results of a survey of 203 Australian bottom managers show that employee authorization is positively co
elated with the four dimensions of the performance appraisal system quality. Therefore, the degree of "autonomy" granted to employees is also closely related to their performance.
Kaplans.Nortondp XXXXXXXXXXproposed that the balanced scorecard focuses on mutual learning within the company and combines long-term and short-term benefits for performance management. Paul Niven also believes that educational institutions can use the balanced scorecard method when implementing performance evaluation. The index can be extracted from the organization's internal indicators, the organization's economic indicators, and the main evaluation and development of customers.
Linda Evans XXXXXXXXXXpointed out that a school is composed of individuals, and the performance of individual abilities will directly affect the overall operating efficiency of the school. Without the constraints of performance appraisal, it is difficult for teachers to stimulate their work enthusiasm when performing their duties, which will affect their teaching quality, and it will be difficult to improve the quality of teaching.
Nickels XXXXXXXXXXput forward four principles of management for performance evaluation: 1. Establish the consistent standards for managers and employees; 2. The evaluation principles for performance appraisal are scientific and rigorous; 3. The performance appraisal targets can objectively and accurately feed back to the workplace and the economy Environmental changes; 4. Employees should accept the manager’s knowledge and evaluation.
2.2 Cu
ent status of domestic research
Chen Huaqing XXXXXXXXXXproposed that a reasonable and effective performance appraisal system is conducive to improving employees' enthusiasm for work and enhancing employees' team awareness, thereby increasing the value of the use of human resources in the company and promoting the improvement of the company's business level. Therefore, to optimize the performance appraisal system in a timely manner in the implementation process, through continuous improvement and improvement, it is very important to establish a scientific, effective and employee-recognized performance appraisal management system.
Wang Lina XXXXXXXXXXproposed: Performance management helps employees improve their self-worth, strengthens managers’ sense of responsibility, improves managers’ management skills, helps improve teachers’ teaching methods, improves teaching efficiency, and helps develop teachers’ professional ability. Therefore, the development of a good performance appraisal system is not only of great significance to teaching and training institutions, but also can play a practical role.
Ge Xingzhu XXXXXXXXXXproposed that the design of performance appraisal programs for educational institutions should follow three principles: systemicity, feasibility and effectiveness. That is to say, the selection of performance appraisal plan, index selection, and related appraisal implementation and application of results should be ca
ied out based on the overall strategic objectives of the organization. To promote the smooth implementation of performance appraisal, this requires that the content of the indicators should be simple and clear, and the quantification method of the selected indicators should be simple and highly operable. Effectiveness requires attention to the results of performance appraisal, and the appraisal process and result feedback should be considered together. So that the management can use it as a basis in management work, and employees can also understand their deficiencies and advantages in their work.
Cheng Hongqiang XXXXXXXXXXpointed out that due to the particularity of the education and training industry, it is impossible to directly apply the employee performance appraisal system of manufacturing enterprises, and it must be formulated according to the characteristics of the education and training industry. Grasp the following principles: (1) the principle of roughness rather than fineness; (2) the principle of leaning toward the front line; (3) the principle of more work, more rewards based on inclusive benefits; (4) the principle of reasonable matching of teaching and activities.
Lin Hongmei and Hao Chundong XXXXXXXXXXmentioned: The cu
ent teacher performance standards are light. Without clear implementation standards, it is difficult to objectively, fairly, scientifically and comprehensively evaluate the performance of employees. Once the assessment results are not satisfactory, there will be negative sabotage and reduced satisfaction with the company. Second, the performance indicators are not comprehensive enough. At present, most of the performance evaluation indicators of front-line teachers in some private training institutions attach importance to the teaching results of teachers, and it is impossible to truly test the actual teaching level and teaching ability of teachers, which will greatly affect the improvement of employees' personal business. In addition, the performance appraisal system has an imbalance between positive and negative incentives. Both in the performance appraisal mechanism play an active role at the same time, in order to positively guide the assessed teachers, promote their development, and ultimately promote the development of the enterprise.
Guan Luyao and Zhang Shiyu XXXXXXXXXXconducted interviews with sales department employees, teachers, administrative department employees, and education supervisors respectively. The questions they summarized are: Since the teacher’s assessment is performed by the teacher’s assessment card issued to Ruan, it is often Unable to get the real thoughts of the students. And because of problems in the design and implementation of performance management, the intention survey shows that about 50% of employees do not think the so-called performance appraisal of the company is useful. And as teachers, their achievements are often not easy to reflect, hard work and rewards are not necessarily proportional, and they rely on the results of the study of God, so there are difficulties in measuring the performance of teachers.
Wang Erdong XXXXXXXXXXmentioned that the reasons for the problems of training institutions and performance appraisal may be: (1) did not agree with the concept of performance appraisal. Managers’ recognition and importance of performance appraisal are directly related to the implementation of performance appraisal. However, some managers have insufficient understanding of the concept of performance appraisal. (2) The performance appraisal and supervision mechanism has not been perfected. Only when there is a complete set of supervision and restraint system, the performance appraisal system can play a real role. (3) Failure to improve the performance appraisal reward and punishment system. From the perspective of incentive reinforcement theory, incentive measures must be taken to strengthen teachers’ behaviors that are conducive to improving the level of teaching. (4) The communication and feedback system for performance appraisal is not perfect. The necessary communication during the implementation of performance appraisal can allow both parties to better cooperate with each other's work, so that the appraisers can clarify their own shortcomings and how to improve.
2.3 Summary
In summary, despite the rapid development of my country's education industry, there are still problems with a single evaluation model and lack of effective performance evaluation standards for teacher performance evaluation. Most institutions conduct performance appraisal of teachers only to increase the renewal rate, and do not consider the benefits of performance management for the long-term development of the institution. At the same time, many domestic and foreign scholars have conducted research on the problems existing in teacher performance appraisal and put forward effective solutions. However, there is little research on the performance appraisal of teachers in off-campus training institutions, so further research and analysis on the performance appraisal of teachers in training institutions are needed.
The main content and methods of this research:
1. Research content
The aim is to improve the performance management of teachers by pointing out the problems and deficiencies in the performance management of teachers in Nanjing Qiming Education.
2. Paper chapter a
angement
Chapter 1 Introduction
1.1 Research background
1.2 Research purpose and significance
1.3 Cu
ent research status at home and a
oad
1.3.1 Status quo of foreign research
1.3.2 Cu
ent status of domestic research
1.4 Research ideas and methods
1.4.1 Research ideas
1.4.2 Research methods
Chapter 2 Related Theoretical Basis
2