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MBA毕业论文_于平衡计分卡的G高职学院教学部门绩效评价优化研究PDF

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I 摘要 目前,高职学院的发展受到国家层面的空前重视,高职学院作为高等教育的重 要组成部分,其教育教学目标有别于本科类高等学校。高职学院主要是培养职业素 养高、业务能力强的应用型人才,宗旨是为区域经济的发展培养人才,助力地方经 济发展进步。高等职业教育正处于转型发展时期,学院追求高质量的发展,离不开 教学部门的质量过硬。事业单位的绩效评价管理改革早已风生水起,各个层面的政 策制度措施为优化高职学院教学部门的绩效评价体系提供了目标导航和实施保障。 高职学院如何应用“绩效评价”这个抓手来提高教学部门的运营质量,有效联动一 线教职工将个人职业发展与教学部门的定位发展一致,以此促进高职学院实现战略 目标,这已成为新经济时代教育体制下的热点话题。平衡计分卡在企业绩效评价管 理中的应用,已日趋成熟,随着事业行政单位的改革,越来越多的学校、医院、军 队等非营利组织也开始把平衡计分卡应用于绩效评价管理。现行的绩效评价管理主 要是针对于个人的绩效评价,将平衡计分卡用于高职学院教学部门的绩效评价还比 较少见。因此,研究平衡计分卡应用于高职学院的教学部门绩效评价,有着非常重 要的意义。 本文以G高职学院为例,对其现行的教学部门绩效评价情况进行调查分析,发 现其教学部门的绩效评价中存在一些问题,并就其问题成因做了分析;还分析了把 平衡计分卡应用于高职学院教学部门绩效评价的必要性,并对G高职学院作了PEST 和SWOT分析,从而确定了G高职学院的战略使命;结合战略理论、竞争理论、公 平理论,从平衡计分卡的四个维度整理提炼了用于教学部门绩效评价的关键指标, 以此构建了G高职学院教学部门绩效评价的指标体系;再使用层次分析方法,确定 财务、顾客、内部业务流程、学习与成长四个维度的一级指标权重,以及关键指标 的二级权重,各个权重通过了一致性检验,进而确定了各个绩效评价的复合权重。 本文成功完成了教学部门绩效评价体系构建,并将该体系实施于教学部门的绩效评 价,获取教学部门的绩效评价结果,与原有的评价结果进行对比分析,结果证明基 于平衡计分卡的教学部门绩效评价体系切实优化了G高职学院的教学部门绩效评价 结果。最后,还提出了完善绩效评价制度、建立反馈与沟通机制、提高信息化水平 等保障措施,以此确保教学部门绩效评价的有效实施。 关键词:绩效评价;平衡计分卡;高职学院;教学部门 Abstract III Abstract At present, the development of higher vocational colleges has received unprecedented attention at the national level. As an important part of higher education, higher vocational colleges' educational and teaching objectives are different from those of undergraduate colleges. Higher vocational college is mainly to train application-oriented talents with high professional quality and strong professional ability. Its purpose is to train talents for the development of regional economy and help the development and progress of local economy. Higher vocational education is in the period of development and transformation. The pursuit of high-quality development in colleges is inseparable from the quality of teaching departments. The reform of performance evaluation management in public institutions has been in full swing for a long time. The policies and measures at all levels provide the goal guidance and implementation guarantee for optimizing the performance evaluation system of teaching departments in higher vocational colleges. How to apply "performance evaluation" to improve the operation quality of the teaching department, effectively link the front-line teaching staff to align the personal career development with the positioning development of the teaching department, so as to promote the realization of the strategic objectives of the higher vocational college has become a hot topic in the new economic era. The application of Balanced Scorecard in enterprise performance evaluation management has become more and more mature. With the reform of public institutions, more and more non-profit organizations, such as schools, hospitals and the military, have begun to apply balanced scorecard to performance evaluation management. The current performance evaluation management is mainly aimed at the individual performance evaluation. It is rare to use the Balanced Scorecard in the performance evaluation of the Teaching Department of Higher Vocational College. Therefore, it is of great significance to study the application of Balanced Scorecard in the performance evaluation of teaching departments in higher vocational colleges. Taking g Higher Vocational College as an example, this paper investigates and analyzes the current performance evaluation of its teaching departments, finds out some problems in the performance evaluation of its teaching departments, and analyzes the causes of the problems. It also analyzes the necessity of applying the Balanced Scorecard 重庆理工大学硕士学位论文 IV to the performance evaluation of its teaching departments, and makes pest and SWOT analysis of G higher vocational college, so as to determine g higher vocational college The strategic mission of Vocational College; combined with the strategic theory, competition theory and fairness theory, the key indicators for the performance evaluation of teaching department are extracted from the four dimensions of Balanced Scorecard, so as to build the indicator system of the performance evaluation of Teaching Department of G Vocational College; then, the analytic hierarchy process is used to determine the four dimensions of finance, customers, internal business processes, learning and growth The first level index weight, as well as the second level weight of key indicators, each weight passed the consistency test, and then determined the composite weight of each performance evaluation. This paper successfully completed the construction of the teaching department performance evaluation system, and implemented the system in the teaching department performance evaluation, obtained the teaching department performance evaluation results, and compared with the original evaluation results. The results show that the teaching department performance evaluation system based on the Balanced Scorecard effectively optimizes the teaching department performance evaluation results of G higher vocational college. At last, it puts forward some safeguard measures, such as improving the performance evaluation system, establishing the feedback and communication mechanism, and improving the level of information, so as to ensure the effective implementation of the performance evaluation in the teaching department. Key words: Performance Evaluation;Balanced Scorecard;Vocational College; Teaching Department 目录 V 目录 摘要 ....................................................... I ABSTRACT ................................................. III 1 绪论 ..................................................... 1 1.1 研究背景及意义 ................................................. 1 1.1.1 研究背景............................................................ 1 1.1.2 研究意义............................................................ 2 1.2 文献综述 ....................................................... 3 1.2.1 国外研究文献综述 .................................................... 3 1.2.2 国内研究文献综述 .................................................... 4 1.2.3 文献评述............................................................ 7 1.3 研究内容 ....................................................... 7 1.4 研究方法与技术路线 ............................................. 8 2 相关理论基础与平衡计分卡评价法 .......................... 11 2.1 相关理论基础 .................................................. 11 2.1.1 战略理论........................................................... 11 2.1.2 竞争理论........................................................... 11 2.1.3 公平理论........................................................... 12 2.2 平衡计分卡 .................................................... 12 2.2.1 平衡计分卡的概念 ................................................... 12 2.2.2 平衡计分卡的具体内容 ............................................... 13 3 G高职学院教学部门绩效评价现状与问题分析 ................. 15 3.1 G高职学院基本情况 ............................................ 15 3.1.1 学院简介........................................................... 15 3.1.2 机构设置......................