现代中国高等教育发展迅速，高等院校的资源竞争也随着变得十分激烈。如 何在激烈的竞争环境中获得竞争优势是每个高等学校面临的重要的生存问题。 广州航海学院在升格为本科院校后，应以此为发展契机，加强学院管理，转向内 涵发展模式。在这过程中，学院管理人员的素养及工作水平至关重要，并在一定 程度上影响着学院的发展。为了更大程度促进高等院校的发展，合理规划高效管 理人员的绩效考核指标体系，以期管理人员的绩效水平的提高具有重要的战略作 用。 本文以广州航海学院的管理人员为讨论、研究对象，旨在促进广州航海学院 战略目标的达成，在对现行管理人员的绩效考核指标体系评估后，针对性地设计 出可靠的考核方案。本文首先对该研究的背景及意义、国内外研究水平进行相 关阐述，同时介绍了绩效考核的理论体系。其次，针对对广州航海学院基本情 况、管理人员绩效考核现状的调研和分析，对广州航海学院管理人员的绩效考 核指标方面的失误及其产生原因进行总结。然后，依据相关理论，针对所出的问 题，对广州航海学院管理人员绩效考核指标体系从构建到实施进行重新设计。 本文重点在于使用关键绩效考核指标对管理人员的绩效考核指标体系进行设计， 并结合广州航海学院的实际情况进行考核标准的设计。最后，对设计的考核指标 体系提出合理的实施流程及保障措施。 关键词，高校管理人员；人力资源；绩效考核；关键绩效指标；指标体系II ABSTRACT With the rapid development of China's higher education, competition among institutions of higher education is getting increasingly fierce. How to gain competitive advantages in such a competitive environment is an important survival problem each of colleges has to face. After upgraded to undergraduate institution, Guangzhou Maritime institution should take this as an opportunity to develop and strengthen the management of school and turn to the road of intensional and sustainable development mode. For those, the role of college management staff is essential, and their ability and quality level to work to some extent determines the development of the college. Enhancing the performance evaluation management on college management staff has great significance on stimulating management staff’ working enthusiasm, improving management staff’ performance level and further improving higher education development. In this paper, the management staff of Guangzhou Maritime College is taken as the research target. This paper designed a set of feasible performance appraisal program in order to promote achieving the strategic objectives of Guangzhou Maritime College in view of problems showed in the existing management staff performance appraisal process. Firstly, this paper elaborated the research background, the research meaning and research status at home and abroad. Then based on making acquaintance of the basic situation and current performance appraisal situation and doing relative research this paper summarize the existing performance appraisal management problems of Guangzhou Maritime College and causes of those problems. Then, in view of those problems, has designed performance appraisal program of the administrators based on the analysis and investigation to the institute. This article focuses on the use of the appraisal tools as Key Performance Indication to build Guangzhou Maritime College management personnel performance appraisal index system and the design of assessment criteria. Finally, feasible assessment program implementation processes and safeguards were proposed. Keywords: Management staff in Institutions; Human Resource Management; performance appraisal; Key Performance Indication; Index systemIII 目 录 摘要............................................................................................................................ I Abstract........................................................................................................................II 1.绪论.............................................................................................................................1 1.1 研究背景与意义...............................................1 1.1.1 研究背景...............................................1 1.1.2 研究的理论意义 .........................................1 1.1.3 研究的实际意义 .........................................2 1.2 国内外绩效考核研究现状.......................................2 1.2.1 国外绩效考核研究现状 ...................................2 1.2.2 国内绩效考核研究现状 ...................................4 1.3 研究思路与方法...............................................5 2.高校管理人员绩效考核相关概念及基本理论 ........................................................6 2.1 高校管理人员绩效有关概述.....................................6 2.1.1 高校不同部门管理人员及其工作概述 .......................6 2.1.2 高校管理人员绩效内涵 ...................................7 2.2 高校管理人员绩效考核概述.....................................8 2.2.1 高校管理人员绩效考核的难点 .............................8 2.2.2 高校管理人员绩效考核指标体系设计基本原则 ...............9 2.3 绩效考核相关方法 ............................................9 2.3.1 绩效考核方法 ...........................................9 2.4 高校管理人员关键绩效考核指标体系的构建......................11 2.4.1 确定关键绩效指标的 SMART 原则 ..........................12 3.广州航海学院管理人员绩效考核的现状及问题 ..................................................13 3.1 广州航海学院简介............................................13 3.1.1 学院概况 ..............................................13 3.1.2 组织结构 ..............................................14 3.1.3 人力资源 ..............................................15 3.2 绩效考核现状及问题..........................................15 4. 广州航海学院管理人员绩效考核方案设计 ........................................................17 4.1 绩效考核方案设计准备及计划..................................18 4.1.1 绩效考核方案设计的指导思想及原则 ......................18 4.1.2 绩效考核方案设计的前期准备 ............................19 4.1.3 绩效考核计划设计的流程 ................................20 4.2 绩效考核指标体系的设计......................................21IV 4.2.1 基于 KPI 的业务指标设计 ................................21 4.2.2 工作态度和工作能力指标设计 ............................27 4.2.3 绩效考核指标的标准设计 ................................28 4.2.4 绩效考核指标的权重设计 ................................33 4.3 绩效考核指标体系的实施设计..................................34 4.3.1 组织机构的设计 ........................................34 4.3.2 考核方式 ..............................................35 4.3.3 考核周期 ..............................................36 4.3.4 绩效考核反馈及结果应用 ................................37 5. 广州航海学院管理人员绩效考核方案的实施 ....................................................39 5.1 绩效考核体系的实施流程设计..................................39 5.2 绩效考核体系的实施保障措施..................................40 6 结论与展望 .............................................................................................................41