First, the main problems existing in the current performance pay in schools.
1. Teachers' ideological understanding is not in place.
The concept of distribution formed by the long-term planned economic system is deeply rooted in the thoughts of some faculty members. Some people think that they are a unit person, and finally they are an "iron rice bowl". It is natural to pay wages according to file wages; Some people think that performance pay is simply a disguised salary increase and welfare, and performance pay can only be higher than file pay, not lower than file pay; Some people think that they should have more qualifications when they are old; Others worry that the assessment scheme is unreasonable, the competition is unfair, and leaders follow private practices.
2. Quantitative evaluation criteria are difficult to grasp.
It is difficult to quantify the assessment indicators, and it is more difficult to operate. Such as workload standards. The calculation of the workload of subject teachers is relatively better. At the very least, it can be carried out from the aspects of weekly class hours, correcting homework, teaching effect, and the work of the class teacher. But how to determine the workload standards of administrators and other personnel? How to measure the dean's completion of his workload? How to measure the workload of teaching assistants? Especially in today's schools, people are overstaffed, and the proportion of administrative staff, teaching assistants and other personnel is far greater than the prescribed proportion. In addition, there is the problem of hidden workload. As all teachers know, in fact, we have done a lot of work outside the time stipulated by the school, such as talking with students and dealing with accidents. These jobs are invisible to others and cannot be assessed. How much did you do and how did the school calculate the workload for you? So does it mean that our teachers can not do things beyond the standards set by the school?
3. The problem of "triple and triple lightness" in performance pay is outstanding.
First of all, it emphasizes "quantity" rather than "quality". Performance pay is divided into two parts: basic performance pay accounts for 70% of the total performance pay and is paid monthly; Incentive performance pay accounts for 30% of the total performance pay and is paid after the annual assessment. This shows that 70% performance pay is only paid according to the number of teachers' posts, and the evaluation of the quality of teaching staff is only 30%. In practice, the evaluation of work quality lacks a strict, scientific and reasonable evaluation system. Second, performance pay pays more attention to "seniority" than "ability" Most schools pay performance salaries according to the length of service and professional titles of faculty, and lack the assessment of faculty's ability. Third, performance pay is more "one size fits all" than "independent distribution". The main body of performance pay is missing, and the school's enthusiasm is not high. Most of the implementation schemes of performance pay are jointly formulated by the local education bureau, personnel bureau and finance bureau, and distributed to schools in the form of documents, which require the principals of each school to implement according to the documents, which cannot take care of the specific actual situation of each school. In this way, after the implementation of performance pay, schools have no control and it is difficult to mobilize their enthusiasm.
The second is the practical exploration of the performance-based salary payment mechanism for faculty and staff with schools as the main body.
Since the implementation of measures such as "three excellent joint evaluation", "subsidy grading system" and "fuzzy system of benefit salary", our school has established a set of distribution management mechanism including promotion and decline, rewarding diligence and punishing laziness, rewarding the excellent and eliminating the inferior, and high quality and good price. Performance appraisal is based on the performance and contribution of all on-the-job personnel, and the method of "quantifying the work and determining the performance qualitatively" is adopted to expand the distribution gap reasonably. In this way, the faculty and staff are urged to consciously perform their duties and maintain a strong fighting spirit. It is generally reflected that "the work is stressful, the sense of responsibility is enhanced, and the work is more motivated".
The performance salary of school staff consists of five parts: head teacher allowance, non-teaching post allowance, class allowance, monthly assessment award and regular assessment award. The allowance for the head teacher is linked to the number of students in the class, the monthly routine assessment of the class and the semester assessment of the class, and is paid according to the evaluation grade. Before the appointment of non-teaching post allowance staff, the post responsibilities, post assessment rules and post allowance quantity shall be made public, and personal application, competitive employment, monthly assessment and grading allowance shall be issued. The monthly assessment award and the regular assessment award are based on the comprehensive assessment results of teaching staff's work attitude, attendance, education and teaching routine and education and teaching quality. And fuzzy allocation is realized on a quantitative basis. The premise of fuzzy distribution is that the assessment scheme, distribution scheme, assessment process and results are open, but the final assessment reward amount is fuzzy. The payment of class allowance is mainly determined according to the assessment results of "three horizontal lines". The "three horizontal lines" are: a, the evaluation level of classroom teaching in the previous year; B. Feedback from students and parents on teachers' education and teaching in the previous year and evaluation grade of teachers' teaching quality; C. comprehensive assessment grade of target management in the previous year. Then assign according to the assessment score results. The specific payment method shall be implemented in accordance with the Class Allowance File Difference Table. Enjoy the class allowance according to the actual evaluation grade of teachers in the previous year, and then calculate according to the comprehensive evaluation results of various categories (the first year of normal graduates is a trainee position).
Description: ① The number of class hours is the sum of the number of n subjects or classes after the number of weeks of teaching subjects multiplied by the subject curriculum coefficient.
② Calculation method of class allowance: total monthly teaching workload × starting allowance × class allowance coefficient (total monthly teaching workload = weekly class hours × class hour coefficient).
Third, improve the performance-based salary mechanism for faculty and staff with schools as the main body.
At present, although there are many problems in teachers' performance pay, it is the general trend and popular aspiration to implement scientific, reasonable, fair and just performance pay. The author thinks that only by establishing a performance-based salary payment mechanism for teaching and administrative staff with schools as the main body can we truly keep consistent with the spirit of "teachers' performance-based salary should be tilted to front-line teachers, backbone teachers, outstanding class teachers and teachers who have made outstanding achievements, and appropriately widen the distribution gap" pointed out by the the State Council executive meeting.
1. Principles to be followed in establishing a performance-based salary mechanism for faculty and staff with schools as the main body
The post performance salary system takes post responsibility as the core, performance appraisal as the core, links the salary income of faculty and staff with post and performance, and implements a salary distribution system based on post and ability. The formulation of performance-based salary distribution scheme should follow the following principles.
(1) Adhere to the principle of giving priority to distribution according to work. We will implement various forms of internal distribution with posts as the main content, and implement a combination of post-based salary and performance-based salary. According to different work quantity, work quality, work complexity and other conditions, the proportion of posts in the performance pay quota is determined, and the distribution grade is reasonably opened.
(2) Adhere to the principle of giving priority to efficiency and giving consideration to fairness. Post performance pay distribution should not only break egalitarianism, but also closely link employees' income with their actual posts, actual performance and actual benefits, and properly handle the relationship between performance pay distribution among various personnel in the unit; It is necessary to widen the gap and avoid the gap is too large; It is necessary to embody the distribution according to work, but also to operate according to human nature, reward diligence and punish laziness, and not punish the old, weak, sick and disabled.
(3) Adhere to the principle of combining performance appraisal with dynamic management. Linking performance pay with benefits and the completion of work tasks, and combining the characteristics of posts, determining the assessment and payment methods of performance pay for different posts; According to job responsibilities and work performance, a regular assessment system is implemented. The combination of annual assessment, monthly assessment and regular assessment for faculty and staff can realize the dynamic management of post performance pay and truly realize the change of post salary and excellent performance pay.
2. The main countermeasures to establish a performance-based salary mechanism for faculty and staff with schools as the main body
(1) Salary is linked to the number of people. By the education, personnel, staffing, finance departments in accordance with the principle of "indefinite staffing, fixed posts, no capital increase, no capital decrease", while considering the appropriate tilt to teachers in remote mountainous areas, according to the proportion of faculty staffing and professional and technical positions, the total performance salary of the school is implemented. In addition, the total performance salary of the school can also be dynamically managed according to the comprehensive assessment level, with a certain increase (decrease). That is, after the total performance salary of the school is approved according to the above classification method, the total performance salary can be appropriately increased for units with good comprehensive assessment results and excellent assessment; For schools that fail to complete the objectives and tasks and have poor assessment results, the total performance pay can be reduced accordingly.
(2) Establish a scientific and reasonable quantitative assessment mechanism, and verify individual performance pay fairly and scientifically. The post performance pay system directly links the income of faculty and staff with post responsibility and work performance, and the performance pay should be linked with employee performance and performance, so as to widen the gap reasonably and arouse everyone's enthusiasm. Therefore, it is necessary to do a good job in the basic management of the reform of the performance-based salary distribution system, implement the performance-based salary system based on job responsibilities, quantity and quality of work, and implement the principles and methods such as those who are able to work more, work more and get more, not capping, not guaranteeing the bottom, floating salary, fuzzy benefit salary, and widening the gap reasonably, so as to closely combine the personal income of faculty with the quantity and quality of their own labor, effectively implement performance appraisal, and effectively mobilize the enthusiasm of faculty.
(3) Distinguish the faculty and staff who need to be taken care of. The age, culture and physical condition of school staff vary widely. Do old employees and people with poor physical conditions have to take care of them? In job competition, treat everyone equally; When calculating the workload after job selection, you can consider multiplying the workload by the length of service and dividing it by the average length of service of the whole school, which is 2 to 3 times the value. The workload of the old, the weak, the sick and the disabled can be regarded as recognition that the old, the weak and the disabled do less work. On this basis, the old, the weak, the sick and the disabled still need to work harder and get more, and work less and get less.
3. Problems that should be paid attention to in establishing a performance-based salary mechanism for faculty and staff with schools as the main body.
(1) Strengthen the ideological and political work of teaching staff. It is necessary to publicize the significance of the reform of the wage distribution system in depth and in detail, get rid of egalitarianism, establish a sense of competition for Excellence, increase the participation of faculty and staff, and eliminate the fear and resistance to the reform.
(2) Formulate a reasonable distribution plan. The distribution plan involves the vital interests of each staff member, and it is necessary to solicit the opinions of staff members extensively and try to be fair and reasonable. When making a plan, it is necessary to refine and quantify the work objectives, assessment methods and job responsibilities, and submit them to the workers' congress for repeated discussion and revision to ensure the scientific and operability of the plan; It is necessary to highlight the principle of combining "responsibility with rights" and formulate perfect assessment rules; Only when teachers and staff are recognized can they implement the assessment objectives, and the performance assessment objectives must be formulated on the basis of full communication between cadres and the masses.
(3) Strict performance appraisal. Performance appraisal is the core of performance pay system. If the assessment is unscientific, unreasonable and unfair, it will be impossible to give full play to the advantages of the performance pay system, and the incentive effect of wages will be greatly reduced. It is necessary to set up an assessment leading group and conduct strict assessment; It is necessary to disclose the assessment system, assessment methods, assessment results and operational procedures in a timely manner; Evaluate and score work performance every month; The combination of workload and work efficiency should be recognized by faculty and staff; Performance evaluation should be fair and objective, evaluation information should be open and channels should be smooth; After the evaluation, the gap between the target performance and the actual performance should be fed back to the assessed in time to achieve the purpose of timely communication; It is necessary to conduct a performance interview. For those with poor performance, we should help and urge them to make a perfect plan, carry out targeted training according to the plan, or provide conditions for improvement, so as to urge them to fall behind; For outstanding performance, we should not only give material rewards, but also give spiritual rewards, and encourage outstanding people to make greater contributions to the school from the needs of faculty and staff.
(4) Establish a performance-based salary restraint and supervision mechanism. The performance appraisal scheme shall solicit the opinions of the teaching staff, be discussed and adopted by the school teachers' congress, and be submitted to the competent department, personnel department and financial department for approval and filing. At the same time accept the supervision and inspection of personnel, finance, taxation, auditing, statistics and other departments.
Facts have proved that the establishment of a performance-based salary mechanism for teachers with schools as the main body not only improves the treatment of teachers, but also mobilizes their enthusiasm for work, which has a great incentive effect on teachers. Teachers should consciously abide by various laws and regulations, do not engage in paid tutoring, do not corporal punishment and corporal punishment in disguised form, and do nothing that violates the requirements of teachers' morality. He exerts a subtle influence on students with lofty pursuit, noble moral character and personality strength, and truly becomes a mentor of students, winning the love of students, the trust of parents and the respect of the whole society with good professional ethics.
(Editor Fu Yijing)