The Research On The Implement Of Non-permanent Staff’s Performance Pay System In Higher Vocational Colleges

Since the 21st century, under the guidance of a series of national policies to develop vocational education, the higher vocational colleges also entered in a springtime of development, its school size have expanded rapidly. Up to year 2014, the number of national higher vocational institutions had reached to 1327, and the enrollment of students had reached to 337.98 million, the number of students in school was up to 1006.6 million. The rapid development of the size of the higher vocational colleges make its original permanent staff can’t meet the needs of their education, in order to solve the problem of inadequate staff, the higher vocational colleges changed the traditional employment mechanism to recruit non-permanent staff. So the number of the non-permanent staff in the higher vocational colleges increased rapidly, and they had played a very important role on the front-line positions such as teaching, research, administrative and Logistics Management, which made the non-permanent staff become an Indispensable part of teaching staff in higher vocational colleges. The existence of employment of non-permanent staff enabled the higher vocational colleges to save school costs, establish a more flexible employment mechanism, and promote the effectiveness of human resources allocation. However, due to the lack of in-depth research and management experience of non-permanent staff, the higher vocational colleges had met many problems in the process of using them, of which compensation management issues are more prominent, especially under the situation of carrying out of post performance salary mechanism, the lag of income distribution system reform in non-permanent staff had seriously dampened the work enthusiasm and innovation of non-permanent staff, which has brought negative effects on the sustainable development of higher vocational colleges. Therefore, this paper chose the implement of performance pay system of non-permanent staff as the research object.After the concept of the non-permanent staff and other related concepts were defined, this paper took a higher vocational college of Guangdong as an example, and knew the basic situation of non-permanent staff such as why they were employed, the number of them, their category, age structure, education and job title structure distribution by questionnaires and interviews. Based on this, the existing remuneration system of the non-permanent staff and permanent staff were compared and analyzed, then four major problems of the non-permanent staff’s existing remuneration system were put forward:First, the overall pay levels is low; Second, the salary gap between permanent staff and non-permanent staff is too large, different pay for the same work; Third, the salary allocation between non-permanent staff is too average and not closed linked with post; Forth, the remuneration mode is single and lack of mental stimulation. After that, the reasons for the above problems were pointed out as below:First, the relevant national policies and laws lag caused some poor management of non-permanent staff; The second is lack of attention to the non-permanent staff resulted in limited Salary sources; Third, the pay system is unfair; Forth, the performance evaluation system is imperfect.Then, the necessity of the implementation of performance pay system of non-permanent staff in higher vocational colleges was discussed from the state, society, schools and individual levels, and the feasibility was analyzed from three angles such as the relevant national policies and legal norms of salary distribution, the experience of the implementation of performance pay for domestic permanent staff, and the practical needs for non-permanent staff to reform the existing compensation system. And then the basic ideas and countermeasures of implementing the non-permanent staff’s performance pay system was put forward in this paper. That is in addition to strengthen the national top-level design of the system from the outside, and improve relevant laws and regulations, but also to strengthen the importance of non-permanent staff and manage their post fine, to improve the performance appraisal system by providing differentiated performance index, strengthen the management of the performance appraisal process and the use of evaluation results, to develop a reasonable allocation of performance pay programs, including approved the total amount of the performance pay reasonably, properly regulate the salary gap between different staff, dividing the proportion of basic performance and incentive performance rationally, and establish a reasonable income growth mechanism to ensure equitable distribution of remuneration from the internal of the higher vocational colleges. Finally, it needs to strengthen the organization and to establish and improve relevant feedback and institutional adjustment mechanism to ensure the successful implementation of non-permanent staff’s performance pay system.