With the continuous improvement of China's scientific and technological level, the contribution of scientific and technological resources in economic and social development has been increasingly recognized and valued, and the advantages of human resources of researchers in scientific research institutes have been fully exerted. However, due to the long-term professional characteristics of most scientific research institutes in China, the human resource management of scientific research units has not completely turned to modern human resource management. However, researchers are usually the backbone of scientific research institutes, and the traditional management mode is difficult to effectively stimulate the enthusiasm of researchers, thus directly affecting the teaching and scientific research work of scientific research institutes. Therefore, how to carry out effective performance management and establish a scientific performance management system for personnel engaged in scientific research in scientific research institutes has become another driving force to promote the benign development and scientific and technological innovation of scientific research institutes.
First, an analysis of the current situation of performance management of researchers in a research institute. The Institute is a professional research institution for the protection, development and utilization of medicinal plant resources, and is also the research cooperation center of traditional medicine of the World Health Organization. In the national modernization and industrialization project of traditional Chinese medicine, it undertakes important scientific research tasks such as the preservation of germplasm resources of traditional Chinese medicine, the protection of rare and endangered species, the formulation and implementation of standardized cultivation (GAP) of traditional Chinese medicine, the study of standard reference materials of traditional Chinese medicine, the general survey of traditional Chinese medicine resources, and the development of new varieties of traditional Chinese medicine. As the research object of this paper, scientific researchers refer to those who are in a period of professional balance and have heavy tasks, mainly focusing on scientific research.
(a) Personnel system of scientific research personnel in the Institute
In 20xx, the scientific research system was reformed. According to the principles of "setting posts according to needs, open recruitment, equal competition, preferential recruitment and contract management", the whole staff appointment system was implemented, and the administrative subordinate relationship in personnel relations was changed into a contractual relationship. According to the needs of discipline development, scientific research tasks and team building, three types of posts are set up, namely, key posts, key posts and ordinary posts, and each type of post has three grades. Post appointment adopts a combination of fixed term, employment contract and non-fixed term. The employment period of the first position is two years, and then it will be gradually changed to four years or synchronized with the tasks undertaken. Upon the expiration of employment, the contract will be automatically terminated. After 2 ~ 3 employment periods, an open-ended employment contract can be signed on the basis of two-way selection according to specific conditions.
(2) The performance appraisal procedures of the research institute for scientific researchers.
The research institute's performance appraisal of scientific researchers includes annual appraisal and post-setting appraisal. According to the principle of performance first, fairness and openness, post target management is realized through performance appraisal.
1. Annual evaluation. The annual assessment is conducted once a year, and the Institute conducts an assessment of all scientific research personnel at the end of each year. The assessment indicators are mainly from the aspects of "morality, ability, diligence, performance and honesty". The assessment procedure includes personal annual summary and superior evaluation: the assessed scientific researchers first fill in the personal annual summary including "morality, ability, diligence, performance and honesty" in the annual assessment registration form, and then the department heads of the scientific research center or laboratory are respectively assessed, and then the assessment results are reviewed by the assessment leading group and the hospital leaders. The assessment results are divided into four grades: excellent, competent, basically competent and incompetent. Among them, 15% of the total number of participants is determined to be excellent. Excellent annual assessment, the unit to give a certain amount of one-time reward; If the annual assessment is incompetent, the post can be adjusted, but if the new post is still unqualified, it will be hired. For particularly outstanding personnel, the assessment period can be extended; Those who fail to pass the examination for two consecutive years shall be dismissed.
2. Post-creation evaluation. Post-evaluation is also conducted once a year, at the end of each year. The assessment contents include subject category, annual achievement award, patent, new drug certificate and clinical examination and approval, subject funding, publication of works, annual postgraduate training and teaching. The research institute has formulated performance evaluation standards for scientific research posts. The scientific research department provides the personnel department with the specific performance of scientific researchers in scientific research and teaching this year. According to the nature, responsibilities and task completion of different positions, the personnel department scores each scientific researcher according to the scoring standard and ranks them from high to low. According to the ranking, determine the positions and grades that a researcher can apply for. Different posts and grades will enjoy different post allowances and other benefits next year.
Second, the problems existing in the performance management of scientific research personnel in a research institute. Through the introduction of the performance management procedures of the research institute and the investigation and interview of relevant scientific research personnel, it can be seen that the assessment of scientific research personnel twice a year is the main content of performance appraisal and also constitutes the main content of performance management. According to the Performance Evaluation Standard for Scientific Research Positions, the assessment indicators and standards are relatively detailed, which is convenient for operation, and it is convenient for each scientific researcher to make clear his own performance results. The post setting assessment is jointly conducted by the scientific research department and the personnel department, which can basically ensure openness, transparency and relative fairness. However, the performance management of researchers in this institute is not systematic, and there are still some problems in some aspects.
(1) Performance plan. Lack of standardization.
The formulation of performance plan is an important link to ensure the scientific implementation of performance management. Whether the researcher's personal performance goal is consistent with the strategic goal of the institute directly affects the realization of the ultimate goal of the institute. At the same time, the scientific and operability of the implementation process should be fully considered when formulating performance goals. The institute's annual assessment of scientific research personnel is mainly based on job descriptions and work plans, while job descriptions only explain the minimum requirements of the post, without specific responsibilities. The actual situation is that a job description can be aimed at all candidates for the post. The annual strategic objectives of the institute are not subdivided into specific operational levels, so when making work plans, researchers only write down the work objectives that can meet the minimum requirements of the positions hired this year according to the job descriptions. "I didn't pay attention to matching the performance plan of researchers with the performance goals of the research team and the development direction of the institute, and the consistency between the performance goals of researchers and the overall performance goals of the institute was poor. I failed to realize that performance planning can promote the performance improvement and career development of researchers. "
(B) the lack of feedback assessment results
As an important part of performance management, performance feedback helps to reflect employees' performance strengths and weaknesses, improve employees' performance, arrange training plans reasonably, and help employees improve and revise their performance targets for the next year. This essential link is not only the end of this round of performance management, but also the beginning of the next round of performance management. However, the annual assessment of the institute basically stops at the assessment. Even if the writing and signing of the annual assessment registration form is finished, the personnel department should be busy with the post appointment for the next year, and there is no effective communication and feedback with the scientific research personnel for the problems arising in the performance assessment.
The current post-evaluation of the institute is also an ex post evaluation. At the beginning of the year, the individual research plan designated by the researchers was not combined with the overall research goal of the institute, but only considered according to their own development and job requirements. This assessment only publishes the scores of all researchers, without any communication, interviews, feedback and opinions, which will only bring psychological pressure to researchers.
(3) The implementation of performance appraisal for scientific researchers is relatively simple.
The research institute's position on the performance appraisal of scientific researchers is too narrow. The annual assessment is the grading and evaluation at the end of the year, and the 20% post allowance left at the beginning of the year is distributed to everyone. The fixed post assessment is the post appointment for the next year. The evaluation purpose lacks consideration of the overall evaluation goal of the institute, which leads to a single implementation method and insufficient utilization of the evaluation results.
The important purpose of performance appraisal is to control the management process as a whole, and to promote, reward and punish and distribute various benefits through the performance appraisal of scientific researchers and the feedback of the appraisal results, so as to motivate the future performance of scientific researchers. But in essence, the performance appraisal of the institute is only ranked by scoring, and only serves as the basis for the distribution of benefits. Although it has a certain incentive effect, the result "has a negative impact on the image of appraisal in the minds of scientific researchers, thus producing psychological pressure, which is a distortion of appraisal".
(D) In the process of performance management, the evaluation object pays too much attention to individual researchers.
Judging from the assessment procedures of the institute, the performance assessment is only aimed at individual researchers, while the group performance, as a more important assessment object, has been ignored. Nowadays, many scientific research projects are carried out in the form of teams, which need the cooperation of some relevant scientific researchers to complete. Team performance is created by each individual, but it is not a simple sum of individual performance. Performance evaluation of the team can promote team building, help to integrate superior resources to tackle key scientific and technological problems, and also promote cooperation among researchers, which is conducive to the realization of the overall performance objectives of the institute.
On the other hand, the post evaluation of the institute adopts the hierarchical ranking method, which will inevitably lead to the alienation of the relationship between researchers, and the ranking will easily make everyone unconsciously regard each other as potential competitors, which is not conducive to the development of cooperative scientific research.
Three. Suggestions on the performance management of researchers in a research institute An effective performance management system can not be separated from the scientific formulation of performance plans, the concrete implementation of performance processes, the reasonable design of performance assessment steps, the effective feedback and application of performance results, etc. Therefore, in order to realize the scientific and effective performance management of researchers in our institute, performance management must also include these necessary links. A single performance appraisal link is far from performance management, and it will also become a mere formality, which can not play its positive role in human resource management. Only in the whole performance management system can performance appraisal play its role and reflect its value.
(a) The performance plan should be forward-looking and operable.
To determine the performance plan, it is necessary to combine individual performance goals with the strategic goals of the college. Therefore, at the beginning of the year, as a whole, the institute should first determine a long-term development strategy and operational scientific research goals for all scientific researchers; Secondly, research centers and laboratories set their own performance targets according to the overall performance targets of the institute; After that, each researcher determines personal performance goals according to the performance goals of his own department.
The core idea of the balanced scorecard requires that the enterprise's assessment indicators should be formulated from four dimensions: finance, internal processes, customers, learning and growth. As a non-profit organization, the research institute can consider the performance indicators of researchers from four dimensions: personal performance, job responsibilities, teamwork and personal professional development according to the characteristics of the research institute and the specific conditions of researchers.
Optimize performance implementation and performance management.
In order to realize the performance management of researchers in scientific research institutes and introduce the concept of modern human resource management, we must make the concept of performance management deeply rooted in people's hearts, let researchers understand that performance appraisal is only a link of performance management, feel the positive role of performance management, let researchers voluntarily participate in the determination of performance goals, and let them be willing to accept and cooperate with performance management. The performance management of researchers is the responsibility of both examiners and researchers, so researchers must actively participate. From the setting of performance indicators to the improvement of performance, supervisors should fully communicate the expectations of researchers and their own wishes, so as to avoid researchers' distrust of human resources management departments and assessment results during performance appraisal, reduce their suspicion, and thus stimulate the enthusiasm of researchers to participate in performance appraisal.
(C) the effective use of performance appraisal results
As an indispensable part of the performance management system, the results of performance appraisal should play a positive role in stimulating, so the results of performance appraisal should be carefully fed back and effectively used in the process of performance management. In addition, in the current performance appraisal system of this study, the assessment results are aimed at determining the employment situation in the next year and the appropriate rewards and punishments at the end of the year. However, at present, according to the assessment regulations of the institute, those who fail to pass the assessment for two consecutive years will be dismissed. However, considering the periodicity of scientific research work, it is not comprehensive to rely only on the results of year-end assessment. The continuity of scientific research projects and the future development potential of scientific researchers should also be considered. "For employees with poor performance but good personal development potential, they can be punished, help them formulate performance improvement plans and supervise their implementation, provide them with appropriate training, or re-engage after training; For employees with poor performance and little potential for personal development, distinguish specific situations, and consider demotion for those with insufficient personal ability; If the personal ability and development potential are not suitable for the current post, you can transfer to another post; Those with poor performance, low ability or other major quality defects should be resolutely dismissed. " We should also pay attention to the combination of performance management and spiritual encouragement. The important point that distinguishes researchers from other employees lies in spiritual encouragement. Scientific researchers belong to intellectual groups, and they generally have high expectations for their future development space. "The incentive effect of income on talents is gradually declining, and talents pay more attention to the improvement of personal competitiveness." Therefore, in the performance management system of scientific researchers, performance appraisal should not only determine the material income of scientific researchers, but also consider the professional growth of each scientific researcher and set challenging performance targets, so as to enhance the scientific research achievements of scientific researchers, strengthen the motivation of the work itself, and make scientific researchers voluntarily combine personal growth with research development, realize a virtuous circle and create a scientific and effective performance management system. To sum up, the hospital's performance management is still a performance appraisal in the traditional sense, lacking reasonable performance goals and effective use of performance results, and the positive role of performance management has not been fully exerted. Therefore, it is necessary to introduce the concept of performance management, improve the performance management system and realize performance management in the modern sense. With the development of China's economy and society and the deepening of the concept of rejuvenating the country through science and education, the researchers of the research institute will play an increasingly important role, so the success or failure of the performance management of the researchers of the research institute is directly related to the development of the research institute itself and the realization of China's long-term strategic goals. As an enterprise system, scientific research institutes should introduce performance management system on the basis of traditional performance appraisal to give full play to their powerful functions in modern human resource management.