First, the purpose of incentive performance wage distribution
Performance pay is divided into two parts: basic and rewarding. Basic performance pay accounts for 70%, and incentive performance pay accounts for 30%. The main purpose of allocating 30% of the total amount to the county and district education bureaus and schools for secondary distribution is to enliven the distribution, explore the establishment of a staff income distribution mechanism that conforms to the laws of education and teaching, has clear orientation, is standard, scientific and standardized in operation, give full play to the incentive-oriented role of performance pay, and further stimulate the enthusiasm of the majority of staff for their dedication and hard work. This is of great significance for mobilizing the enthusiasm of staff in public institutions.
Second, the principle of rewarding performance wage distribution should be adhered to
The purpose of incentive performance pay is to achieve the incentive goal. According to expectation theory, combined with fairness theory, Maslow's hierarchy of needs theory and cognitive evaluation theory, teachers pay more attention to whether the distribution policy is transparent, whether the distribution process is democratic, whether the distribution procedure is standardized, and whether the distribution result is fair, just and open. Therefore, the process of rewarding performance salary distribution should adhere to the principles of seeking truth from facts, being democratic and open, being scientific and reasonable, standardizing procedures, stressing practical results and avoiding triviality, respecting the laws of education and the dominant position of teachers, and fully embodying the professional, practical and long-term characteristics of teachers' teaching and educating people. At the same time, we should put morality first, pay attention to actual performance, put teachers' morality first, and pay attention to the actual performance and contribution of teachers in performing their duties.
Third, the composition of incentive performance wage distribution
1. Post subsidies for rural teachers
Rural teachers' post subsidy is a mandatory provision of the state, which is mainly inclined to rural areas. In some places, the basic performance pay is tilted, and in some places, the incentive performance pay is tilted. No matter which way is adopted, different subsidy standards should be set according to the remoteness of rural schools and the hardships of natural environment and working conditions, so that the fairness of distribution can be reflected by leaning towards rural schools with the most difficult conditions.
2. Principal's incentive performance salary
According to the national policy, the performance salary of the principals of compulsory education schools is determined by the competent department according to the assessment results of the principals. Doing so is conducive to strengthening the supervision and management of principals, and is also conducive to reasonably determining the performance salary level of principals. Principals no longer participate in the distribution of incentive performance wages within the school, thus creating conditions for principals to remain objective and fair in the distribution within the school. However, the relationship between principals and teachers' performance pay levels and between principals of different schools is not clearly defined by the state. The author believes that the per capita incentive performance salary of principals should not exceed 1.5 times of the per capita incentive performance salary of county (district) faculty in principle. At the same time, the principal's incentive performance salary distribution should fully combine the results of the principal's performance appraisal, the scale, level and quality of running a school, and not engage in egalitarianism. For schools with large scale, outstanding achievements, good quality or rapid improvement, the principal's incentive performance salary can be appropriately increased after evaluation and examination.
3. School staff incentive performance salary distribution
(1) The total reward performance salary of school staff is approved and allocated. Incentive performance pay should be allocated to schools, in addition to deducting the principal's incentive allowance and rural teachers' allowance, it should also be allocated to schools in a certain way before it can be allocated. From the policy point of view, there is no unified regulation on the way of allocating funds to schools, which means that it can be allocated according to the per capita mode of schools, and it can also be allocated at different levels in consideration of factors such as school running improvement and management level. It is simple to allocate funds per capita, but for high-quality schools, their efforts and pressures have not been reflected. According to the level of allocation, it can only be allocated on the basis of evaluation of schools, which is slightly complicated in operation, but the competition between schools is conducive to the improvement of school management level. The author thinks that we should allocate funds according to per capita at present, and when the time is ripe, we should gradually transition to the mode of allocating funds according to grades. The main reason is that the performance-based salary system has just been implemented, and many schools and teachers have not adapted to it. It is beneficial to ensure that the salary level of teachers in the same county is roughly the same and create favorable conditions for the flow of teachers.
(2) The establishment and distribution of school incentive performance salary projects. According to the actual situation of school education and teaching, the incentive performance salary of teaching staff can set up basic class hours (workload) allowance, overtime class hours (workload) allowance, class teacher allowance, education and teaching achievement reward, post work quality reward and other items. Schools can also set up other projects in line with their own development characteristics according to the actual situation. The total amount of basic class hours (workload) allowance shall be determined by not more than 50% of the total amount of school incentive performance salary, and the allocation of funds for other projects shall be determined by the school according to the actual situation of the school. The purpose of this setting is to avoid the excessive income gap between teachers, and at the same time to ensure the freedom of the school to allocate incentive performance pay, which is conducive to the school to set different awards according to the actual situation.
(3) About the weekly workload of teachers. At present, there is no specific standard for teachers' weekly workload. However, as far as school allocation is concerned, it is difficult for schools to allocate incentive performance pay if the weekly workload standard of teachers is not determined. The author thinks that the administrative department can study and introduce a reference standard according to the actual situation of the school, and the standard given at the same time is not a fixed number, but a reasonable range. The school can choose and determine according to its own teacher allocation, which not only gives the reference to the weekly workload of the school teachers, but also gives the school some autonomy, effectively solving the contradiction caused by the workload of the teachers.
(4) About the middle-level and leaders of the school. The problem of performance pay for middle-level and leaders in schools is the main contradiction of performance pay. Teachers' dissatisfaction with performance pay is mainly reflected in the fact that there are too many middle-level and above leaders in schools, and leaders get more in performance pay distribution, while ordinary teachers get less, which is unfair. The majority of teachers basically agree with the distribution system that the reward performance pay of principals, vice principals, middle managers and teachers should be reduced in turn, but the gap between them should be reasonable and not too large. The author believes that some guiding principles should be given to the relationship between school leaders and teachers, stipulating that management positions such as school leaders, school trade unions and middle-level cadres should be set up according to the actual situation. Management positions above the middle level are converted into basic class hours (workload) allowance or part-time job allowance for faculty and staff in school, which is slightly higher than the allowance for class teachers with full workload.
4. Incentive performance salary distribution program requirements
The procedural requirements of incentive performance wage distribution are the core link of incentive performance wage distribution, which should be comprehensively planned and stipulated. It should mainly include the following aspects: first, the person in charge and the implementation leading group. The school should set up a leading group with the main leaders as the team leader, including representatives of teaching and administrative staff, to be responsible for the relevant work of the school's teaching and administrative staff. The second is the effective provisions of the distribution method formulated by the school. School incentive performance salary distribution method should be based on extensive consultation with faculty and staff, reviewed and passed by the teachers' congress or the faculty and staff meeting, requiring a secret ballot, and the pass rate should be not less than 80% of the delegates, and it should be made public in the school. Third, the distribution should be made public. After each unit determines the incentive performance salary of the teaching staff according to the distribution method, it shall publicize it in the unit 1 week and accept the supervision of the school teaching staff. The fourth is to report it for the record. School incentive performance salary distribution measures should be reported to the higher education administrative department for examination and approval, and reported to the personnel and financial administrative departments at the same level for the record before implementation.
5. Handling of sexual problems
Performance pay is the first time to be implemented, and there is no experience and a fixed model. There will inevitably be various problems in the implementation process. Some problems should be coordinated from the whole city level, and some problems should be determined by the school through the teachers' congress. The author thinks that the departments concerned such as human society, finance, education and taxation should strengthen communication, study and solve the problems such as unqualified teachers' examination, absenteeism, long-term sick leave, paid training and maternity leave encountered in the implementation of performance pay, and put forward unified treatment opinions. In my opinion, reward performance pay should not be paid for unqualified assessment and long-term sick leave. Paid training and maternity leave can be paid according to the per capita workload. Absenteeism can appropriately reduce the payment of reward performance salary, and those with serious circumstances will be punished according to the relevant personnel system provisions of the state and institutions.
Fourth, build an incentive performance wage distribution system
Based on expectation theory, combined with fairness theory, Maslow's hierarchy of needs theory and cognitive evaluation theory, it is the key to construct an incentive performance pay distribution system in compulsory education schools, ensure the democratic distribution process, standardize the distribution procedures, and make the distribution results fair, just and open. According to the above analysis of the composition of performance pay, the incentive performance pay distribution system of compulsory education schools is shown in the following figure.
references
[1] yang ting. a review of teachers' performance pay system: from the perspective of human capital. China education journal, 20 10(7).
[2] He Fengqiu. To achieve the goal of fair distribution and further deepen the reform of the wage system in institutions. Labor and Social Security World, 20 10( 1 1).
[3] Zhao Decheng. How to design performance pay to effectively motivate teachers. China Education Journal, 20 10(6).
(This article is the phased research achievement of the research fund project of Liuzhou College, "Research on Performance Pay in Compulsory Education Schools in Ethnic Areas" (project number LZS2009C004).
(Editor Fu Yijing)