以校院二级目标管理为基础的高校绩效工资体系的构建与实践研究--以A大学为例

Research on Construction and Practice of Performance-related Salary System in Universities and Colleges Based on University and Secondary College Two-level Objective Management--Taking University A as Example

如何实现绩效总量管控、分配激励有效、各类人员平衡,是全国高校绩效工资改革的共性问题。以A大学绩效工资改革实践为例,改革前,存在绩效工资总量控制措施缺失、与上级绩效考核指标的衔接性较弱、二级学院分配自主权偏小等问题。通过与校院二级目标管理改革相配套,A大学建立了以目标绩效奖励为核心的绩效工资体系,对二级学院实行定性与定量、档次与积分相结合的考核分配办法,并对中层干部单独分配和机关各部处自主分配进行探索。改革后,实现了绩效分配与二级单位目标管理的紧密关联,形成了校院二级绩效总量控制的有效办法。针对改革实践中存在的部分举措与深化教育评价改革要求不相符等问题,今后可以将上级部门绩效总量管理模式从核定制改为备案制,坚持绩效分配定量和定性相结合并增加考核层级,建立教学科研人员与非教学科研人员的分配联动机制、扩大年薪制和协议工资制实施范围。

How to achieve total performance control,effective distribution incentive and balance of all kinds of personnel is the common problem in the reform of performance-related salary in colleges and universities.Taking the practice of performance-related salary reform in University A as an example,before the reform,there are some problems such as lack of control measures of total performance-related salary,weak connection with performance evaluation indicators of higher levels,and low distribution autonomy of secondary colleges.By matching with the reform of the university and secondary college two-level objective management,University A has established a performance-related salary system centered on objective performance reward,has implemented an assessment and distribution method that combines qualitative measures with quantitative measures and combines levels with points,and has explored the independent distribution of middle-level cadres and the autonomous distribution of all departments.After the reform,the performance distribution and the two-level unit objective management are closely related,forming effective measures to the university and secondary college two-level total performance control.In view of that some measures in the reform practice do not comply with the requirements of deepening the reform of education evaluation,we should change the total performance management mode of higher-level departments from the verification system to the filing system in the future,adhere to the combination of quantitative and qualitative performance distribution,increase the assessment levels,establish a distribution linkage mechanism between teaching and scientific research personnel and non-teaching and scientific research personnel,and expand the scope of implementation of the annual salary system and the agreed salary system.