The Research On The Problems And Countermeasures Of Teacher Performance Appraisal In Vocational And Technical College In Hunan Province

With the coming of knowledge economy, global competition is getting more andmore intense.The economic growth depends on the innovation of knowledge and thetraining of high-quality talents. With higher education facing market, Vocational andTechnical College as a base of training high-tech talents is also facing tremendouspressure of survival and development. In order to survive in competition, the key is toimprove teacher performance appraisal system, strengthen the construction ofteaching staff and fully arouse the enthusiasm of all teachers. Performance appraisalis a major part of performance management and one of the core functions of humanresources management. In Vocational and Technical College, success or failure ofteacher performance appraisal concerns not only the development of teachers andschool but also the training of talents all over the country.Based on basic theories and the thinking of discovering problems, analyzingthem and searching for solutions, this paper makes a research in the present state ofteacher performance appraisal in Vocational and Technical Colleges in HunanProvince. This paper firstly points out the main problems of teacher performanceappraisal at present, then analyzes the key causes, and finally puts forwardcorresponding counter-measures and suggestions for solving problems. Three criticalcauses are stated in this paper: Firstly, people do not have a right cognition onperformance appraisal. Secondly, there is no deep investigation into the indicators ofperformance appraisal. Thirdly, the culture of human relationship has a profoundinfluence on appraisal work. All these causes，at present, have easily led to thefollowing problems: Firstly, neglect the consistency between appraisal objective andschool’s strategic objective when establishing appraisal objective. Secondly, neglectanalyzing teacher’s position. Thirdly, indicator composition and weight system ofindicators are not reasonable. Fourthly, transparency and interactivity are inadequatein the process of performance appraisal. Fifthly, more quantitative analysis, lessqualitative analysis. Sixthly, the division of classes is too rough. Seventhly, the resultof appraisal is lack of analysis, feedback and effective application. Eighthly, there islack of appeal procedure. According to these problems, this paper puts forwardcorresponding counter-measures and suggestions: Firstly, to establish appraisalobjective according to strategic objective of school’s development. Secondly, toanalyze teacher’s position. Thirdly, to set up a more scientific indicator system of performance appraisal. Fourthly, to enhance transparency and interactivity in theprocess of performance appraisal. Fifthly, to combine quantitative analysis andqualitative analysis. Sixthly, to divide classes in detail. Seventhly, to emphasize theanalysis, feedback and effective application of the result of appraisal. Eighthly, to setup appeal procedure.