自我发展：高校学术人员管理的新视野

【作者】 宋永刚；

【导师】 陈玉琨；

【作者基本信息】 华东师范大学 ， 高等教育学， 2003， 博士

【摘要】 建立促进高校学术人员自我发展机制，是提高高校竞争力迫切需要解决的一个现实问题，也是高校人事管理创新必须面对的一道复杂难题。本文围绕如何构建和形成有利于高校学术人员自我发展的有效机制进行了研究。全文共分六章。 第一章从分析高校学术人员的内涵和特点入手，在对我国高校人事管理模式现状研究的基础上，分析了高校学术人员管理面临的主要问题，揭示了新时期高校学术人员管理面临的新挑战。研究认为，作为知识工作者的高校学术人员具有自我定位、学术自主、不断创新、自我更新等特性。只有充分尊重学术劳动的特点，并充分发挥学术人员的潜能和作用，才能从根本上促进学术发展，增强学校的活力和实力，提高高校的核心竞争力。 第二章分析了高等教育和学术发展的天然联系，探讨了学术发展与学术人员发展的内在关系，揭示了学术自由的关键。研究认为，没有学术的发展就没有高等教育的发展，学术是高等教育的生命基础。建立符合学术发展规律的学术人员发展机制是高校发展的必然选择。学术人员发展是与高校发展、学术发展同时进行的，学术发展本身的规律决定了这样的发展需要建立在学术人员自我发展的基础上。 第三章从高校学术人员的自我目标定位、自我资源调配、自我激励与自我约束、学术生态环境建设等方面对高校学术人员自我发展的要素进行了分析。研究认为，高校的学术发展以基层学科为基础，受到学术文化约束，又通过特有的权力配置维系。学术发展的动力源自学术人员的自我激励，学术发展目标与方向源自学术人员的敏感，学术发展的约束源自学术道德。 第四章从分析高校学术人员管理理念的哲学基础入手，提出了以学术人员为本的高校学术管理新理念，探讨了高校学术人员管理体制和内在机制，进而提出了促进学术人员自我发展的高校学术管理实施策略。这些策略包括：创新高校内部决策机制；建立公开招聘制度；重塑高校学术人员激励机制；创设鼓励和支持高校学术人员进行自我管理的良好环境。 第五章研究了高校学术人员管理政策的价值取向，着重从落实高校办学自主权、推进高校学术职务评聘制度改革、规范学术管理制度、改革高校工资分配制度、促进高校社会保障制度的建立和完善等方面，就构建有利于学术人员自我发展的制度环境和动力支持体系进行了政策分析，并提出若干改革建议。 第六章对21世纪高校学术人员自我发展的未来价值取向和实践中的学术自由与学术责任、竞争与合作、刚性管理与柔性管理、理想与现实等几个方面的关系进行了分析探讨，揭示了对学术职业由强调其工具价值转向内在价值，对学术人员发展由强调外部动力转向重视自我发展，对学术人员的工作由关注结果转向关注过程的高校学术人员管理新走向。更多还原

【Abstract】 Establishing mechanisms to facilitate academician’s self-development is an urgent task to enhance higher education institutions’ competitiveness as well as a complicate problem to innovate human resource management, which higher education institutions must face. This dissertation, consisting of six chapters, focuses on discussing how to constitute effective mechanisms to facilitate the self-development of academicians.Starting with an analysis of the connotation and characteristics of academicians, the first chapter of the dissertation discusses the status quo of academic human resource management in China’ higher education institutions, analysis problems existed and describes the challenges that higher education institutions academic human resource management must deal with. The author’s researches suggests that academicians as knowledge workers are character with self-orientation, self-management, lasting creativity and self-refreshing. It suggests that only the esteem of academic work and the inspiration of academicians’ potential can advance the higher education institutions development and promote higher education institutions’ competitiveness.The second chapter discusses the relationships between higher education and academic development and the intrinsic links between academician development and academic development. It concludes that academicians is the key determinant of higher education, development of higher education w ithout d evelopment o f a cademicians i s impossible. A cademicians, h igher e ducation and academics develop together. They develop on the basis of academicians self-development.The third chapter analysis factors such as self-orientation, resource self-distribution, self-inspiration, self-regulation and academic ecological environment. It indicates that academics develops on the basic disciplines, regulated by the academic culture and sustained by specific privileges arrangement. The dynamics of academic development roots in academicians’ self-inspiration. The directions and goals of academic development come from academicians’ sensitive on the knowledge advance. The academic development is regulated by academic ethics.The fourth chapter starts with a discussion of the philosophical foundations of academic management ideas in higher education institutions. It suggests an academician-based philosophy of academic management, analysis the system and mechanism of academic management. It also offers a management strategy aiming to facilitate academician’s self-development, which consists of reforming decision-making system, establishing open academic staffing system, innovating inspiration system of academicians and creating an environment supporting academicians self-management.The fifth chapter discusses the value orientations of the academic human resource management policy in higher education institutions. It mainly discusses how to expand institution autonomy, advance the step of academic staffing system reform, normalize academic management system, innovate payment system, establish and refine the social security system of academicians. It also makes policy analyses of the construction of the system environment and dynamics of facilitating academician development. Reform suggestions concerning these issues are offered.The sixth and the last chapter discusses the value orientation of academics self-development in twenty-first century. It explores the relationships between autonomy and responsibility, competition and collaboration, hard management and soft management, ideality and reality. It indicate that the focus of academics human resource management has been shifting from emphasizing instrumental value to emphasizing intrinsic value in academic profession, from emphasizing external pressure to emphasizing internal inspiration in academic development and from emphasizing outcome to emphasizing process in academic work.更多还原