Paper Keywords: private colleges and universities salary management 3p model
Abstract: The core problem of human resource management in private colleges and universities is to build a reasonable salary system. However, private colleges and universities generally have problems such as insufficient external competitiveness, unfair internal structure and unreasonable structure. Building a salary management system based on 3p model can fully mobilize the enthusiasm of faculty and promote the development of the school.
The core problem of human resource management in private colleges and universities is to construct a reasonable salary system. A perfect salary system can not only support the realization of the strategic objectives of private colleges and universities, but also attract and retain talents and give full play to their enthusiasm.
First, private colleges and universities pay management problems and reasons
1. The salary of private colleges and universities lacks external competitiveness.
Salary level is an important factor to determine the external competitiveness of private colleges and universities, and external competitiveness reflects external fairness. Salary competitiveness and external fairness are important indicators for diagnosing salary system. At present, the salary level of private colleges and universities is generally not competitive. According to the survey, the salary of associate professors in most private universities in Guangdong Province is only equivalent to that of college students who have been employed in banks for two years, and the income of teachers in private universities in the same area is only 1/2-2/3 of that of teachers in public universities. In recent years, the serious brain drain caused by low salary has been puzzling the leaders of private colleges and universities. There are historical reasons for this. Private colleges and universities have high start-up costs, but slow return on investment. The boss needs to see the benefits when investing in the school. The only way to reduce the cost of running a school is to reduce the salary expenditure by investing in a fixed teaching hardware infrastructure. However, such a salary policy will inevitably lead to the lack of attractiveness of salary and treatment, and it is difficult to attract talents with high academic qualifications and titles, and it will also affect the enthusiasm of in-service teachers.
2. Private colleges and universities lack internal fairness in salary.
Internal fairness is another indicator to test the salary system. In recent years, private colleges and universities continue to carry out salary reform, adding performance pay to the salary structure, and paying according to work, so that the development of teachers and schools "share the same fate." However, due to the imperfection of performance appraisal mechanism in many private colleges and universities, performance appraisal becomes a mere formality, which leads to performance pay becoming a part of fixed salary, and it doesn't play its due role at all, and there is no process incentive mechanism, which makes some outstanding teachers not affirmed and motivated in salary, which affects their work enthusiasm.
3. The salary structure of private colleges and universities lacks rationality
Whether the salary structure is reasonable will directly affect employees' satisfaction with salary and work enthusiasm. As the reward of individual labor, salary includes wages, bonuses and benefits, including economic reward and non-economic reward. Salary is familiar to the public, but it is still a brand-new concept for private colleges and universities.
The income system of private colleges and universities only includes traditional wages, bonuses, allowances and statutory benefits, lacking independent benefits and non-economic remuneration that teachers need most, and the salary structure is unreasonable. It is true that salaries and bonuses are attractive to faculty, but they are far from enough for college teachers, who need psychological or material satisfaction in their work. Such as good interpersonal environment, flexible work, clear responsibilities, work autonomy and other non-economic rewards are also what they need.
Second, improve the private colleges and universities compensation management countermeasures
Since 2006, the wage distribution system of government agencies and institutions in China has been reformed, and the post wage level wage system has been implemented. The reform of income distribution system in public universities embodies post performance and classified management, and improves the normal wage adjustment mechanism, which has its merits, but there are also many problems. For example, due to the lack of adequate employment system and post management, it is difficult to really implement post compensation; Due to the lack of performance evaluation mechanism, the scientific and reasonable performance pay system is greatly reduced. Therefore, the author suggests that private universities can refer to the post salary system of public universities and build a salary system based on 3p model with the characteristics of private universities.
3p mode is a new salary management system in colleges and universities, that is, the salary mode combining post performance with salary. First of all, according to the labor characteristics of faculty, post analysis is carried out, post categories are determined, post responsibilities at all levels are formulated, and post preparation is approved; Secondly, design the salary standard corresponding to the post, and then design the work performance appraisal scheme and specific implementation methods according to the post responsibilities; Finally, teachers and staff are assessed regularly by using performance appraisal schemes and tools, and corresponding performance salaries are paid according to the results of performance appraisal. The salary distribution system designed in this way (as shown in figure 1) is an inseparable whole, and performance appraisal and salary management are indispensable. Post allocation and performance appraisal are the basis of salary management, and salary is the concrete application of assessment results.
1. Fixed posts, fixed personnel and full-time employment system are the basis of building a threesome model.
In order to really play the role of post salary, private colleges and universities must set posts and quotas, separate evaluation and employment, and implement a full-time employment system. Specifically, the following aspects should be realized:
(1) Set posts according to the practice of public colleges.
Posts in public colleges and universities are divided into three categories: professional and technical posts, management posts and work skills posts. Professional and technical posts are set to 13 level. Among them, the full professor position is 1-4, and the associate professor position is 5-7; Intermediate titles are divided into three grades, namely 8-10; Junior professional titles are divided into three grades, namely 1 1- 13. The management position is set to 10 level. Workers' skill posts are divided into technical posts.
For ordinary posts, level 5 is set. In order to ensure the connection and equivalence with public universities, the post setting of private universities can be consistent with that of public universities, which is convenient for management and shortens the adaptation period of teachers who quit from public universities to private universities.
(2) According to the actual situation of private colleges and universities, the state's documents on setting up various post qualifications only stipulate the grades of various titles of public institutions, but do not make detailed requirements and explanations on the qualifications and grades of various posts. It is stipulated by colleges and universities themselves. For example, Sun Yat-sen University stipulates that first-level professors must be academicians, and second-level professors must have scientific research and teaching achievements achieved nationwide, or be rated as "Changjiang Scholars" or be heads of important national societies. Third-level professors must be people who have achieved provincial teaching and scientific research results and have taught for more than a few years, and the rest are fourth-level professors. It is obviously inappropriate for private colleges and universities to set up qualifications according to the regulations of Sun Yat-sen University, and it is even more impossible to introduce professors above Grade 4. Therefore, private colleges and universities can set the qualifications of each post under the framework of the Trial Measures for the Management of Post Setting in Public Institutions, combined with the actual situation of the school.
(3) according to the development strategy of private colleges and universities, the number of posts is approved.
The state has stipulated the structural proportion of three types of posts in public universities and their different levels. For example, the minimum requirement of each university is that the titles of senior, middle and junior are controlled within 20%, 30% and 50% respectively. However, private colleges and universities can make appropriate modifications and adjustments according to their own development strategies. Suppose the strategic goal of a university is to become a first-class private university in the province, which is not conducive to the introduction of senior talents. The proportion of senior titles can be increased to 30%, intermediate titles to 40% and junior titles to 30%.
(4) Implement the plan of creating posts and staffing, and control expenditure.
Private colleges and universities should strictly implement the principle of separation of evaluation and employment after setting up posts and staffing. For those who have obtained higher professional titles, if there are no corresponding vacancies, they can be employed with lower professional titles and fixed salaries according to the requirements of employment positions. Only in this way can the expenditure of self-supporting and self-financing private universities be controlled and the sustainable development of private universities be maintained.
2. A reasonable salary system is the key to build a threesome model.
(1) Design competitive salary standards to improve the overall salary level of teachers.
Private colleges and universities can first conduct market research on the salary level, understand the salary level of similar colleges and public universities, and determine the overall salary level according to their own strength and development strategy. Design attractive and competitive salary standards, and improve teachers' salary level within their ability. Only in this way can private colleges and universities retain capable teachers and work with peace of mind without career establishment.
The main source of funds for private colleges and universities is tuition, but there is not much room for tuition to rise. In this case, private colleges and universities can broaden the sources of funds through various channels. For example, through the transformation of scientific and technological achievements, undertaking enterprise projects, holding various training courses, developing adult education and distance education. Only when the funds of private colleges and universities increase can teachers' salaries be raised.
(2) Design a reasonable salary structure, increase performance pay and implement an independent and flexible welfare strategy.
Private colleges and universities can implement the post performance salary system with reference to public colleges and universities, but it should be revised and improved according to the characteristics of private colleges and universities. The post performance salary system in public universities consists of post salary, salary scale, performance salary and allowance, among which post salary and salary scale are basic salary. In order to fully mobilize the enthusiasm of teachers, private colleges and universities can increase the intensity of performance pay, so that performance pay accounts for about 50% of the total salary, and is linked to the performance appraisal results of teachers. For example, full-time teachers have assessment indicators such as teaching workload, classroom effect and scientific research. Only when they reach the corresponding assessment scores, performance pay will be paid in full, and it will really play an incentive role in salary.
In order to better attract and retain outstanding talents, private colleges and universities can add bonuses and benefits to their salary composition. The amount of bonus can be directly linked to the operation of the school, so that all teachers are concerned about the development of the school. Welfare is the weak link of salary in private colleges and universities. At present, many private colleges and universities are limited to the national statutory welfare, and often adopt the minimum standards, with less independent welfare. Private colleges and universities should increase the statutory welfare quota, implement independent flexible welfare strategies, and design personalized flexible welfare benefits suitable for different faculty members. For example, establish an academic vacation system to give faculty time to engage in scientific research; Formulate management measures for continuing education, so that faculty and staff can get opportunities for further study and improvement; Buy commercial endowment insurance for key talents to solve worries; Wait a minute.
(3) Establish a deferred payment system for senior managers and key talents.
The frequent changes of senior managers in private colleges and universities have become an important factor affecting the development of private colleges and universities. In order to improve the loyalty of key talents and establish a social risk sharing mechanism, private colleges and universities can establish a deferred payment system in the salary system. Deferred distribution can be paid through social insurance plan, employee welfare plan, stock option plan, etc., in order to compensate for risk losses.
The author believes that the deferred distribution system is suitable for two types of personnel in private colleges and universities. One is the top management, such as the president and secretary, which can avoid the substitution of top management and quick success. The other is the teachers in key positions, such as academic leaders, who link their future with the fate of the school, which is also conducive to the discipline construction and the development of the discipline echelon.
3. Establishing a scientific performance appraisal system is the guarantee to build a 3p model.
As an important part of management, control and feedback are an important guarantee for management to achieve results. Performance appraisal is not only the concrete form of control, but also the concrete content of feedback.
(1) Establish a leading group for evaluation of private departments.
The performance evaluation of private colleges and universities should follow the basic requirements of shifting the center of gravity, decentralized management and unified responsibility and power, and set up a leading group for school and department evaluation. Follow the principles of highlighting key points, universal application, simplicity, classification and objective evaluation to carry out the evaluation work. The school assessment leading group conducts assessment on departments (departments and departments), and the departments and departments conduct assessment and evaluation on the work performance of individuals in specific positions.
(2) The assessment results are directly linked to performance pay.
In order to give full play to the role of performance appraisal, the appraisal results of personnel in specific positions in private colleges and universities should be linked to their performance pay. For example, the performance salary of those with excellent assessment results is paid in full, which is an important basis for priority promotion; The assessment results show that the performance pay of qualified personnel is paid in full; Incompetent personnel's performance pay is suspended for half a year, their current position or salary promotion qualification is cancelled, and they are given personal training and post adjustment. At the same time, the assessment team in the department should feed back the assessment results to the staff themselves, so that the assessment can truly achieve the purpose of continuously improving the quality of teaching and management.
(3) Establish an exit mechanism
According to the relevant provisions of the Labor Law, private colleges and universities can make an agreement with the staff who implement the labor contract system. Those who are found to be incompetent as a result of the examination shall be deemed incompetent and should be transferred or trained. If you are incompetent twice, you can terminate the labor contract.
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