Study On Facultys Performance Evaluation In The Viewpoint Of The Complexity

The establishment and improvement of a faculty performance evaluation system that is suited to the deepening reform of our nation's higher education has become key to speeding up the improvement of quality, and promoting the sustainable and healthy development of higher education. Faculty performance evaluation plays an important role in faculty recruitment, promotion, training, and utilization. It has a direct impact on faculty's involvement in teaching and research and on their value orientation. Moreover, it has an important and directional impact on the faculty's career growth, and on the growth strategy for colleges and universities.In this paper, faculty performance evaluation is studied using complexity theory, goal management theory, performance evaluation, organizational behavior theory and other related theories, as well as the knowledge of management science and sociology and the methods of comparative analysis, inductive analysis, and empirical analysis. On the basis of complexity visual threshold, the study is conducted in accordance with the logic path of asking questions, analyzing problems, and then solving problems. The main contents and academic contributions of this paper are as follows:1) This paper proposes that faculty performance evaluation should be based on the premise of treating faculty as "society man". Current domestic studies are undertaken from the perspective of institutional economics and thus assuming faculty as "economic man", and using game theory or principal-agent theory to analyze the systematic cause of short-term behaviors in the faculty performance evaluation. In their job of "inheriting civilization and educating people", college faculty play their roles in society as "social man" more than as "economic man". The deep-seated reason for short-term behaviors is the lack of governance culture in colleges and universities. At present, universities should foster a culture that embodies the values and ideas of higher education, thereby rooting out short-term behaviors in faculty performance evaluation.2) This paper analyzes the complexity of faculty performance evaluation systems. The complexity and diversity primarily display in the evaluation subjects, evaluation components, evaluation objectives, evaluation methods, and evaluation indexes system, as well as the complex and volatile external environment that is closely related to the evaluation system. Therefore, the study of a faculty performance evaluation system must be based on the characteristics of its complexity.3) This paper constructs a performance evaluation index system on the basis of complexity visual threshold. Performance evaluation of college faculty must take full account of the multi-dimensional, dynamic and systematic nature of faculty performance. It is not only necessary to consider both the dominant and non-dominant target indicators - as well as the relationship of qualitative evaluation and quantitative evaluation - but also to establish reasonable weights among the indexes. Through the integration of Data Envelopment Analysis (DEA), Analytic Hierarchy Process (AHP) and Fuzzy AHP (FAHP) methods, a DEA-AHP-FAHP rating system model is proposed and empirical research was carried out using academic leaders as examples.4) In view of the fact that too much emphasis is put on explicit knowledge and technical characteristics, this study emphasizes the importance of tacit knowledge, and includes the elements that are difficult to quantify or evaluate. These elements include talent training, community service and professional ethics, teaching effectiveness, effort input, and professional development potential, and their weight is increased in the evaluation index system. Through the reconstruction of performance evaluation index system, the full extent of the social responsibility of university teachers can be reached.5) The need to better deal with the issues of equity and efficiency is proposed in this paper. Because of the difference in the inputs, even if evaluated in the same platform, the outputs and performance of faculty will be different. Therefore in order to achieve greater equity and efficiency, especially when evaluating a team, one needs to fully consider the relationship between inputs and outputs. Only then can performance evaluation be an effective incentive.6) Knowledge sharing, academic innovation, and effective implementation of performance evaluation requires a fitting system of college organization. This paper suggests that organizational structure of college faculty should be based on teaching, research, and other mission elements. And there is a need to institute changes in the current single organizational model. A faculty network organization system should be built on the basis of college, program, and department and in accordance to the nature of faculty's work or job duties. In addition, colleges and universities can set up "academic leaders" systems as well as flexible and virtual teams in order to maximize the efficient use of resources and achieve knowledge sharing.