民办教育作为公立教育资源的重要补充和解决教育需求层次多 样化的重要途径，现已逐渐成为我国教育行业不可或缺的成分。随着 教育行业得不断发展成熟，民办教育学校之间的竞争压力也逐渐加 大，如何打造自身竞争力以适应市场发展，是民办教育学校必须要面 对的课题。对于学校来说，教师资源水平决定了学校的办学声望与办 学水平。目前国内关于学校教师的评价改革研究还处于初期，许多学 校现行的绩效管理模式也是照搬企业做法，导致考核目标难以实现。 构建一套适合学校教师特征的绩效管理体系，既是学校日常教师管理 工作的需要，也是学校可持续发展的客观要求。 株洲马思特培训学校是一所以中小学生学科培训为主业的综合 型教育培训学校，经过多年的苦心耕耘，现已成为株洲市民办教育的 主导品牌。但在快速发展的同时也出现了许多问题，其中最为突出的 就是教师绩效管理的不到位。为了适应新的竞争环境下不断发展的需 要，就需要对当前的教师绩效管理体系进行改进。本研究基于绩效管 理相关理论，对学校的绩效管理现状与问题进行分析，并提出针对性 地解决方案。首先是对研究的背景、目的和意义、国内外的研究现状、 研究思路和方法等进行了阐述；其次是对绩效管理相关概念和理论进 行了梳理，包括绩效与绩效管理的概念界定，绩效考核流程、内容与 考核方法等；三是采取问卷调查的形式对学校绩效管理现状进行调 查，通过对问卷结果进行数理统计分析，搜集当前绩效管理存在的主 IV 要问题，并分析问题存在的原因。四是基于存在的问题，提出具体的 解决方案，包括具体考核方法的选择，绩效指标的选择与权重的确定， 绩效考核结果的应用，以及绩效沟通与反馈等；五是从实施策略和实 施保障两个维度对优化方案的实施落地提供政策建议；最后是对本研 究进行系统总结，指出研究存在的不足与后续研究方向。 绩效管理是一项较为复杂的系统工作，学校教师的绩效管理当前 还处于探索阶段。本研究对株洲马思特培训学校的教师绩效管理研 究，在一定程度上丰富了国内关于绩效管理的研究成果，同时也为其 他学校或企业完善绩效管理工作提供了借鉴案例。 关键词：株洲马思特培训学校，绩效管理，绩效考核 V Abstract Private education, as an important supplement to public education resources and an important way to solve the diversification of educational needs, has gradually become an indispensable component of China's education industry. With the development and maturity of the education industry, the competitive pressure between private education schools has gradually increased. How to build their own competitiveness to adapt to the development of the market is a subject that private education schools must face. For schools, the level of teacher resources determines the prestige and school running level of schools. At present, the research on the evaluation reform of school teachers is still in its infancy in China, and the current performance management model in many schools is also copying the practice of enterprises, which makes it difficult to achieve the evaluation objectives. To construct a performance management system suitable for the characteristics of school teachers is not only the need of daily school teacher management, but also the objective requirement of sustainable development of the school. Zhuzhou Master Training School is a comprehensive education and training school for primary and secondary school students. After years of hard work, it has become the leading brand of Zhuzhou private education. But at the same time of rapid development, there are many problems, the VI most prominent one is the inadequate performance management of teachers. In order to meet the needs of continuous development in the new competitive environment, it is necessary to improve the current teacher performance management system. Based on the theory of performance management, this study analyzes the current situation and problems of school performance management, and puts forward targeted solutions. Firstly, the background, purpose and significance of the study, the research status at home and abroad, research ideas and methods are described; secondly, the related concepts and theories of performance management are sorted out, including the definition of performance and performance management, performance appraisal process, content and evaluation methods; thirdly, the questionnaire survey is adopted. The form of school performance management to investigate the status quo, through the questionnaire results of mathematical statistics analysis, collect the main problems of the current performance management, and analyze the reasons for the problems. Fourthly, based on the existing problems, specific solutions are proposed, including the selection of specific assessment methods, the selection and weight of performance indicators, the application of performance assessment results, and performance communication and feedback; fifthly, policy recommendations are provided for the implementation of the optimization program from the implementation strategy and implementation guarantee dimensions. VII Finally, it summarizes the research systematically and points out the shortcomings and future research directions. Performance management is a more complex system work, school teachers'performance management is still in the exploratory stage. This study on the performance management of teachers in Zhuzhou Master School, to a certain extent, enriches the domestic research results on performance management, but also for other schools or enterprises to improve the performance management provides a reference case. Keywords: Zhuzhou master training school, performance management, performance appraisal VIII 目 录 摘要 II ABSTRACT ..................... V 第1章 绪论 ..................... 1 1.1研究背景 .............. 1 1.2研究目的和意义 .. 2 1.2.1研究目的 .... 2 1.2.2研究意义 .... 3 1.3国内外研究现状及水平 ..................... 3 1.3.1国外研究现状及水平 ............... 3 1.3.2国内研究现状及水平 ............... 5 1.4研究思路与方法 .. 6 1.4.1研究思路 .... 6 1.4.2研究方法 .... 7 第2章 相关理论概述 ..... 8 2.1概念界定 .............. 8 2.1.1绩效 ............ 8 2.1.2绩效考核 .... 9 2.2绩效管理理论 ...... 9 2.2.1绩效管理的含义与内容 ........... 9 2. 2.2绩效管理的作用 .................... 10 2.2.3绩效管理的主要程序 ............. 11 2.3平衡计分卡理论 12 2.3.1平衡计分卡的概念 ................. 12 2. 3. 2平衡计分卡的基本框架 ....... 12 第3章 株洲马思特培训学校教师绩效管理的现状与问题 ..... 14 3.1学校概况 ............ 14 3.1.1学校介绍 .. 14 3.1.2学校组织架构 ......................... 14 3.1.3学校特色 .. 15 3.1.4学校教师队伍情况 ................. 16 3.2学校教师绩效管理现状 ................... 17 3.2.1教师队伍的绩效管理内容 ..... 17 3.2.2教师队伍的绩效管理实施 ..... 18 3.3学校教师绩效管理问卷调查 ........... 19 3.3.1问卷调查的设计 ..................... 19 3.3.2调查样本的特征 ..................... 19 3.3.3调查结果统计 ......................... 20 IX 3.4学校教师绩效管理存在的问题 ....... 22 3.4.1绩效考核目标的设置不科学 . 22 3.4.2绩效考核结果应用不全面 ..... 24 3.4.3绩效考核申诉被忽视 ............. 27 3.4.4绩效制度的执行力不足 ......... 28 3.5学校教师绩效管理存在问题的原因 .............................. 29 第4章 株洲马思特培训学校教师绩效管理的优化设计 ......... 31 4.1优化设计的基本框架 ....................... 31 4.1.1优化设计的基本原则 ............. 31 4.1.2优化设计的主要目标 ............. 32 4.1.3优化设计的总体思路 ............. 32 4.2绩效考核方法的选择 ....................... 33 4.2.1方法选择的参考要素 ............. 33 4.2.2 确定具体考核方法 ................ 34 4.3绩效指标体系的构建 ....................... 35 4.3.1确定关键绩效指标的SMART原则 .................... 35 4.3.2教师绩效指标体系架构 ......... 35 4.3.3关键绩效考核指标的确定 ..... 36 4.4绩效指标权重的设计 ....................... 37 4.4.1指标权重体系的框架 ............. 37 4.4.2指标权重的确立方法 ............. 38 4.4.3指标权重的具体确定 ............. 38 4.5绩效考核结果确定与沟通反馈 ....... 41 4.5.1绩效考核结果的确定 ............. 41 4.5.2绩效考核的沟通反馈设计 ..... 42 4.6绩效考核结果的应用 ....................... 43 4.6.1教师薪酬待遇的调整 ............. 43 4.6.2教师职称与职务的晋升 ......... 44 4.6.3教师的培训 ............................. 44 第5章 株洲马思特培训学校教师绩效管理优化方案的实施 . 46 5.1绩效管理优化方案的实施策略 ....... 46 5.1.1绩效管理与激励制度挂钩 ..... 46 5.1.2不断完善绩效管理体系 .