The Research On Performance Appraisal Of The Management Staff In Research University In China

The 21st century is the age of knowledge and information explosion, and the people at this time are experiencing an ordeal revolution of those knowledge and information. The human resource has become the most important strategic resource of national economic and social development, whose ability and efficiency of creation and application of knowledge and information are the prime factors to determine the national power.High level research university is the place of cultivating talents and creating knowledge and technology, and the human resource of a university includes not only the teaching and research staffs, but also the management staffs and the assistants. As the development and reformation of the higher education, the high level teachers groups and management groups are the most important resources for a research university, and the keys to the competitive power of the university, too. But comparing with the development of teachers groups, the development of management groups have fallen behind. Thus how to set up a logical performance appraisal system to adjust the research university's management group is a very important and difficult issue; it concerns the interest of both the university and the management staffs. The secondary faculty is the basic unit of the university's performance appraisal system, the way of which to put performance appraisal into practice efficiently and to become a part of the whole university's performance appraisal target perfectly is very significant.First of all, in the thesis there are some research background to be introduced, to prove the necessity and the significance of this study, and to illustrate the theories might be concerned. On the basis above, we will take some analysis on the specificity of domestic university management, and discussion on the current situation of the university performance appraisal system. Then, we will take the secondary faculties of Lanzhou University as a example to analyze the basic principles of the performance appraisal system. In the secondary faculty performance appraisal system, the daily appraisal should combine with the annual appraisal; the personal appraisal should combine with the department appraisal; and the 360°appraisal should combine with KPI appraisal. We also should use the 360°appraisal method to select persons to join the performance appraisal. The indicators of the performance appraisal should obey the customer orientation, which makes separate levels of management staffs to take the different indicators. Finally, there are some specific measures to ensure the secondary faculty performance appraisal in progress efficiently.