Construction Of Performance Management Mechanism Of Administrative Management Staff

With the development of the marketization process,the competition among international talents has become increasingly severe,and it is of utmost importance to carry out the work efficiency and quality of work of the administrative staff in the continuing education colleges that carry out the concept of lifelong education and establish a major mission of learning society.With the promotion of the national policy,the higher education administrations began to introduce the concept of corporate performance management to solve the problem of incentives for members of higher education organizations.However,higher education organizations are different from enterprise organizations in terms of organizational goals,fundamental attributes,etc.Therefore,it is particularly important to study the construction and applicability of the performance management mechanism of administrative personnel in the continuing education colleges by referring to the concept of corporate performance management.In order to clarify the issue of constructing the performance management mechanism for the administrative personnel in the continuing education colleges,this study is based on Porter Lawrence's comprehensive incentive model.It adopted a questionnaire survey method and relied on the satisfaction of the performance management index system of the administrative staff of 20 colleges and universities' colleges of continuing education in Beijing.Based on the survey results,the construction and improvement of the performance management mechanism for the administrative staff in these colleges concluded that: firstly,the performance management index system construction level,the selection of the performance completion rate,the performance growth rate,the 13 receipt rate and other indicators for the business,the performance indicators of the departmental administrative personnel,and corresponding weights and performance standards were assigned;11 indicators such as cost control,quality of work completion,and timeliness of work completion were selected as performance management indicators for non-business department executives,then the corresponding weights and performance standards were assigned.Secondly,at the level of other factors of performance management mechanism selection,departmental leaders(15%),direct leaders(40%),relevant personnel(25%),and assessors themselves(20%)were jointly and monthly assigned to assessors.For the appraisal cycle,the performance communication and the performance feedback were conducted through various forms to apply reasonable performance results.In order to clarify the applicability of this mechanism,this research is based on Porter Lawrence's comprehensive incentive model and adopted a qualitative research method.Relying on the interview data of 6 administrative staff of the Continuing Education College of C University,the assessment was correct.The response of appraisal analyzed the applicability and influencing factors of the mechanism.Through the study,it was found that,because of the "official-standard" thinking and the golden mean thoughts,the administrative staff in these colleges and universities' colleges of continuing education were lack of the strategic height,lack of professional knowledge of the examiner,weak in theoretical foundation,lack of participation of the organization members,and lack of systematic communication and support.Paying attention to the results assessment and ignoring the process assessment,the utilization rate of the assessment results was likely low which affect the applicability of the mechanism in the assessment bias,the correctness of the assessment and the assessment of the three problems.Finally,to fundamentally solve the above problems,the colleges might need to enhance their ideological understanding,attach importance to performance planning,strengthen the selection and training of examiners,improve the guidance support system,strengthen the participation of members,improve the performance communication,strengthen the implementation feedback,ensure the collection of performance information and strengthen the application of performance appraisal results.