Paper Keywords: Higher Vocational College Salary Management Reform
This paper points out the main problems existing in the current salary management system in higher vocational colleges, and puts forward the ideas and measures of salary management reform, that is, actively promoting the post appointment system, formulating the salary system with higher vocational characteristics, strengthening performance management and performance appraisal, and promoting the reasonable growth of faculty income.
Facing the changes of the times and the rapid changes of the environment, the income distribution of colleges and universities in China has aroused widespread concern in society.
First, the problems existing in the current salary system in higher vocational colleges
The tendency of egalitarianism is serious, and performance pay is not prominent. At present, many scholars and experts believe that there are problems in colleges and universities, and higher vocational colleges are no exception. Mainly manifested in two aspects: First, there is little difference in the income of teachers with the same professional and technical positions. National salary, local allowance and school allowance all take professional title as the main distribution factor; Second, the salary level of senior skilled talents and outstanding talents in higher vocational colleges is much lower than the market salary level, while the salary level of general posts is much higher than the market salary level. The survey shows that the overall Gini coefficient of income distribution in colleges and universities in China is 0.2789, while the average Gini coefficient in colleges and universities is only 0.2 14. At present, China's Gini coefficient is close to 0.5, and the gap between the external market and the internal salary level of the organization is narrowing, which leads to the tendency of equalitarianism and aggravates the loss of senior talents and the detention of ordinary employees in the organization. This kind of management system without any vitality and salary system without incentive mechanism has seriously dampened teachers' initiative, enthusiasm and creativity.
Post allowance fixed standard grading, incentive mechanism weakening. Du Juan, an MBA from Chengdu University of Electronic Technology, put forward this problem in her master's thesis "Optimization of Salary System in a Higher Vocational College in Sichuan", which is universal in higher vocational colleges. The grading of full-time teachers' post allowance, which emphasizes posts but ignores contributions, has little incentive effect on young teachers with intermediate and below titles, and has little restraint effect on middle-aged teachers with sub-high and above titles. According to national standards, there are some hard indicators to limit the promotion of professional titles. For example, the requirements for working years, publishing a certain number of articles or completing a considerable number of academic achievements have made many young teachers sigh. For those middle-aged teachers who have been promoted to the title of deputy high school and above, there is no or little room for improvement, so it doesn't matter much whether they do well or not. R.L.Shell and D.S.Shape point out that a successful performance reward system can establish a harmonious atmosphere between employees and managers. If a company's reward system fails, it will lead to a bad relationship between employees and managers and affect morale.
The unreasonable proportion of salary structure makes it difficult to highlight the characteristics of higher vocational education. Wang, an assistant researcher of hunan mechanical and electrical Vocational and Technical College, made this achievement for the project "Exploration of Salary Practice in Higher Vocational Colleges Based on People-oriented Concept" funded by the 11th Five-Year Plan of Hunan Education Science. A good salary system has the functions of encouragement, guidance and evaluation, and the salary model established in higher vocational colleges should be conducive to the realization of school goals, especially teaching goals. However, the existing salary structure in higher vocational colleges has many items and unreasonable proportion, and the design does not reflect the characteristics of professional teaching and higher vocational education, which is not conducive to the cultivation of "double-qualified" teachers and the introduction of high-skilled talents. "
Second, the causes of problems in the salary system of higher vocational colleges
The influence of national traditional economic system and highly centralized mandatory wage system. Although the current wage distribution system has made great progress compared with the previous highly unified distribution mechanism model, the traditional consciousness of mandatory wage system under this planned economy system still stays in people's minds. From the purpose of implementing post allowance in colleges and universities, the fairness of income distribution in colleges and universities should be guaranteed by the wage policy issued by the state, and the post allowance system in colleges and universities should mainly reflect the efficiency function of distribution. However, due to the influence of traditional system and wage system, the distribution relationship formed by the internal distribution system in colleges and universities is not clear enough and reasonable enough. One of the outstanding performances is to pursue egalitarianism at the expense of efficiency in order to realize the smooth introduction of the plan and not to open a reasonable gap.
The influence of professional title evaluation and employment system and personnel "identity" management system in colleges and universities. At present, the evaluation and appointment system of professional titles and the appointment system of administrative posts in colleges and universities are not real appointment systems, but the tenure system of teachers and administrative posts. Once you are rated as a professor or appointed to a certain post, you will enjoy the post treatment for life. The personnel management system based on identity management in colleges and universities has also "complied" with this system. The distribution method of part-time teachers' allowance shows that as long as you get a certain position, you will definitely get the corresponding allowance. As long as the year-end assessment is qualified, it is easy to get it. As a result of actual implementation, almost everyone can get a lot of points according to the standards of the distribution plan. In other words, no matter how well a manager does, he won't increase his allowance.
Research on the actual salary of blind followers who lack the characteristics of higher vocational education. Since 1999, the Central Organization Department and the Ministry of Education jointly issued "Implementation Opinions on Deepening the Reform of Personnel System in Colleges and Universities", with the reform of distribution system in Tsinghua University, major colleges and universities, including higher vocational colleges, have also carried out campus distribution system reform, but higher vocational colleges have neglected their own characteristics in the process of reform. Different from other ordinary colleges, higher vocational colleges pay special attention to skills and management knowledge while emphasizing theoretical knowledge. Therefore, it is necessary to establish a salary system that pays equal attention to outstanding talents and high-skilled talents and has multiple development channels. As long as the teaching staff pay attention to the skills, qualities and abilities needed for development and college education and teaching, they can get corresponding remuneration. In this way, faculty members don't need to haggle over the promotion of positions or titles for the sake of salary growth, but also can give faculty members a strategic orientation based on performance and ability (especially cultivating students' high-skill practical ability), guide the cooperation and knowledge sharing among faculty members, thus cultivating a positive team performance culture, thus greatly enhancing the cohesion and competitiveness of higher vocational colleges.
Third, measures to strengthen the reform of salary management in higher vocational colleges
1. Clarify the goal of salary management reform in higher vocational colleges under the new situation.
The modern ideal salary system should achieve four purposes: the first is to provide competitive salary in the market, establish a stable staff and attract high-quality talents; The second is to determine the fairness in the organization, reasonably determine the relative value of each position in the organization, stimulate the enthusiasm of employees and create high performance; Thirdly, salary must be linked to work performance, to stimulate employees' work motivation, to reward excellent work performance, and to motivate employees with monetary rewards; Fourth, strive to achieve the coordination between organizational goals and employees' personal development goals. Therefore, the salary system of higher vocational colleges should reasonably determine the proportion of each unit's salary and expand the distribution gap reasonably, which will greatly mobilize the enthusiasm of high-output, high-efficiency employees and high-management, high-knowledge and high-skilled talents. In order to implement the "Trial Personnel Employment System in Public Institutions" and the spirit of relevant meetings, the competition mechanism is introduced, and the personnel distribution system and operation mechanism in line with the characteristics of higher vocational education are established. The reform of salary management system in higher vocational colleges is conducive to implementing the autonomy of higher vocational colleges, optimizing the personnel structure of higher vocational colleges as a whole, mobilizing the enthusiasm of teaching staff, and improving the teaching quality, scientific research level and running efficiency. With the transformation mechanism as the core, we should reform the personnel distribution system and straighten out the management system, strengthen post appointment, break the "iron rice bowl" and "big pot", break the "tenure system" and "unit ownership system" of talents, form an incentive and competition mechanism of "personnel can enter and leave, posts can be promoted and lowered, and posts can be upgraded and lowered", and strive to create an institutional environment conducive to the rapid growth and display of outstanding talents, and build a team of high-quality teachers.
Further deepen the reform of management system in higher vocational colleges, implement target management, and promote the improvement of various work levels in schools. By intensifying the reform of the school's internal distribution system, the salary income of faculty and staff will be directly linked to post responsibilities, work performance and contribution, and the combination of distribution according to work and excellent remuneration will be truly realized. Take preferential measures to improve the treatment of outstanding top-notch talents, professional leaders, senior technical experts and young and middle-aged backbone teachers. Those who have made great contributions to teaching and scientific research should be richly rewarded. In addition, it is necessary to fully implement the full-time employment contract system, from "identity management" to "post management", and the old rules of professional and technical positions and cadre tenure will also be completely broken. Every post should perform its duties in place and get paid, and finally establish a personnel distribution system with full competition and perfect incentive mechanism to improve efficiency, attract talents and retain them.
2. Highlight the incentive salary structure of post performance allowance.
The core of human resource management is to achieve the best match between people and work, so as to make the best use of people, talents and talents, and the salary is reasonable. In order to carry out salary reform in higher vocational colleges, we must first determine and analyze posts. Job evaluation and job-based salary determination are the key links of the new salary management system. Through job analysis, we can judge the value or importance of this job to education and teaching, as well as the qualifications needed to carry out these work projects, as the basis for approving salary. Do a good job analysis, clearly describe the job content, job responsibilities, workload, responsibility and rights relationship and assessment requirements of each position, and provide a basis for staffing, employee training and performance assessment.
In view of the disadvantages of the above salary, higher vocational colleges must establish an incentive salary structure with basic salary as the guarantee and outstanding post performance allowance on the basis of determining and analyzing posts. With the basic salary as the guarantee, it refers to the salary of the post (or technical level) appointed by the faculty as the main body, which is composed of the salary retained by the faculty after retirement. The main performance is post salary, which meets the basic living expenses of faculty and their families and embodies the basic guarantee function of salary. Highlighting the incentive salary structure of post performance allowance refers to a system that determines the post performance allowance of full-time teachers and other faculty members respectively according to the working characteristics and nature of school staff and the principle of establishing incentive salary system. Because the measurement method of full-time teachers' work performance is perfect and the quantitative index is reasonable, teachers' ability is easier to determine. Therefore, the post performance allowance of full-time teachers can be calculated by quantitative formula, which is directly related to the quantity and quality of teaching work. It is difficult to quantify the work of other faculty members, and their ability and performance are mainly reflected in the importance of their posts and the relative value of individuals. Therefore, the post performance allowance of these faculty members can be determined by combining the existing performance appraisal methods of the college and considering the importance of their posts and the average performance of school teachers' teaching work.
In view of the high proportion of guarantee and low proportion of incentive in the current salary system, we should optimize its structural proportion, reduce the proportion of basic guarantee, increase the proportion of adjustment function, especially the proportion of incentive function, and highlight the incentive function of salary. Realize the change of salary from guarantee to incentive, and give full play to the comprehensive efficiency of salary. Due to the constraints of relevant national policies and the consideration of faculty's affordability, the author thinks that the proportion of basic salary, post performance allowance and welfare salary in the salary structure should be positioned at about 40:50: 10, which highlights the position of performance salary, greatly strengthens the incentive function and integrates the three functions of salary guarantee, incentive and adjustment.
3. Correctly handle the balance of post performance pay.
The principle of fairness is the basic principle of salary design, that is, paying salaries fairly according to the labor value provided by employees, so that most faculty members can feel fair. This principle requires us to deal with three kinds of fairness issues: first, external fairness, that is, the fairness of the salary level of employees in our school and other similar institutions or institutions in the same area; Second, internal fairness refers to the fairness of salary levels among different series of school personnel; Third, personal fairness is the fairness of the salary level of similar personnel in the school, the fairness between my labor and my salary, and the fairness between my original, present and future expected salary.
Among these three kinds of fairness problems, what needs to be dealt with especially is internal fairness, that is, the salary fairness between teaching staff, managers and teaching assistants. On the basis of teachers' performance allowance, considering the nature and characteristics of different series of employees, a characteristic salary system is designed, which highlights the characteristics of dynamic change, two-dimensional salary with fixed ability and performance, and lifelong continuous incentive. At the same time, the relationship between different series and the balance of different series of salary levels are considered.
4. Expand the concept of salary and enrich the connotation of welfare and long-term distribution.
Now the concept of "wage" in society has gone far beyond the category of "wage allowance" in the past. In fact, salary in a broad sense includes both economic salary, that is, monetary salary, and non-economic salary, that is, various non-monetary salaries, such as welfare system, employee development system and insurance system. The welfare system consists of housing subsidies, communication subsidies, transportation subsidies, free regular physical examination system, children's education subsidies, and serious illness care for the elderly. The faculty development system includes: giving faculty the opportunity to receive education and improve their academic qualifications, and reimbursing a certain percentage of tuition fees; Pay attention to the continuing education and training of employees, send employees to study outside the school in a planned way, and give timely and appropriate recognition and even promotion to employees who have achieved different results; A paid or partially paid academic vacation after working for each teacher for several years (usually 5-8 years) for teachers' cooperative scientific research and further study in different places.
It must be pointed out that salary is only a means, not the ultimate goal of the college. The ultimate goal of the college is to achieve the best incentive effect by establishing a salary system that conforms to the development of higher vocational colleges, so as to give full play to the enthusiasm of faculty and staff, and then obtain the greatest benefit of running a school.
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