Research On Performance Appraisal Problems And Countermeasures Of Class Teachers In Secondary Vocational Schools

In 2009,teachers’ performance salary is carried out in China.In 2010,Guangdong Educational Department strengthens head teachers’ management of secondary vocational school and their salary should be inclined and increased.It demands all schools to set up head teachers’ working files and performance system,and regularly organize their performance and training.In order to understand the current situation of head teacher performance appraisal of vocational school,taking CJ School as an example,this paper is to take empirical investigate.According to the investigation result,this paper is to conclude the main problems of head teachers’ performance appraisal analyze the influenced factors and take countermeasures,in order to provide a reference to vocational school to better head teachers’ performance appraisal.Using questionnaire methods and analyzing survey data,this paper shows the investigation result is that current head teacher performance appraisal can promote class management effect and head teacher working enthusiasm.Besides,the content of head teachers’ performance appraisal is basically comprehensive.However,the problems are as following: firstly,performance appraisal participators are not comprehensive.Secondly,the method of performance appraisal is quantized and not scientific.Thirdly,the feedback and application of performance appraisal result is announced unreasonably.At last,the construction of head teacher is lack of their needs and development.Influenced factors are analyzed as following: firstly,head teachers’ working means the difficulties of performance appraisal.Secondly,the school leader is lack of management ability and execution force.Thirdly,student administration department misunderstands the aim of performance appraisal.At last,being lack of working experience and education method and partial judgment of performance appraisal,head teachers can’t develop themselves.The countermeasures are as following: meeting different head teacher’s needs and strengthening head teacher components;adding diversified performance appraisal participators to strengthen performance objectivity and fairness;making scientific and comprehensive performance methods and contents to strengthen performance reliability;reasonably applying performance results,dividing performance ranking,evaluating head teacher working and helping them set up development goals;improving current motivation mechanism of head teacher performance appraisal to strengthen performance value and motivation.