A Study On College Grass-root Administrators’ Job Burnout

With the school running scale of colleges and universities expanding constantly,multi-campus, sub-colleges and multi-specialty have come forth continuously. Opening education and international cooperation in running schools are lively booming.Administrative management tends to be specialized, systematized and increasingly complicated and difficult. Nevertheless, college decision-makers usually pay much more attention to the growth of professional teachers and researchers by making a series of favorable policies on their post promotion, salary and benefits, academic qualification upgrading, professional title appraisal and further study abroad while neglecting the development of grass-root administrators. With the reform of personnel distribution system, the wide implementation of merit pay system and postgraduates and PhD graduates entering the administrative system, it has been more difficult for the grass-roots to achieve higher academic qualification, professional titles and posts. As a result, they are suffering from increasing work stress and job burnout,which directly affects the efficiency of administrative management and the development of colleges and universities. As for the above, this study takes a certain university in Changzhou for example, an analysis of the extent of whose grass-root administrative staff burnout is made through questionnaires and interviews. Further analysis is given to the reason of the burnout at three aspects of its own characteristics of administrative work, low self-perceived lack of status and college administrative management system.Then this study, based on the relevant motivation theory of management,ventures to propose the countermeasures against the college administrative grass-root staff burnout at the two levels of self-improvement and school administration, focusing on the perfection of college administration system and incentive mechanism. To be specific:firstly to establish multi-level and multi-channel model for career advancement;secondly to formulate fair incentive pay system; thirdly to strengthen incentives to improve the performance evaluation system; fourthly to lay emphasis on continuing education to enhance the professional capabilities; fifthly to establish flow mechanism to stimulate work vitality.