民办中学是我国重要的教育力量，是对公办学校重要补充。“双减”之后，国家对民办校的发展提出了新的要求，以往那种通过掐尖招生、题海战术、高薪挖名师等手段被行政严格限制。各民办校在只能本地招生的情况下，只能通过培养优质教师，提高教师水平和学校管理水平来实现学校的长远发展。

在通过对A民办校调查走访之后了解到A民办校教师对学校绩效考核的维度和标准不清楚，对绩效考核的结果不认可，且绩效考核没有对自己的工作起到激励作用。另外，通过调查走访，A民办校的绩效在考核过程中缺乏客观性，没有标准，严重依赖管理者的主观判断。在设计绩效考核方案时，笔者借鉴平衡计分卡和目标管理等理论，主张既要发挥教师工作的主动性和积极性，让教师参与到绩效考核的制定和执行上来，同时又要基于学校的发展的目标对教师日常的工作进行有效的管理，对涉及到教学成果的工作要重点考核，对不涉及教学成果的不重点考核，对涉及到有违师德或对学校造成重大影响的也要纳入绩效考核中，以起到一定震慑和教育作用。而在绩效考核的标准上，尽可能用客观数据来评判教师的绩效，同时绩效考核的标准由专家和校领导牵头，教师代表参与制定；在绩效考核的实施中，教务处、人力资源部、各年级办公室全责明晰，相互监督，确保绩效考核工作的流程公正。

笔者希望通过对A民办校绩效考核制度的优化，能够为民办校教师的绩效考核提供一定的参考，以来适应新时代下民办校的发展。

Private secondary schools are an important educational force in China and an important supplement to public schools. After the "double reduction" policy, the country has put forward new requirements for the development of private schools. The previous methods of using top-notch enrollment, questioning tactics, and high salary recruitment of famous teachers have been strictly restricted by the administration. Private schools can only achieve long-term development by cultivating high-quality teachers, improving their level of teaching and school management, while only recruiting locally.

After conducting a survey and visit to A Private School, it was learned that A Private School teachers are not clear about the dimensions and standards of school performance evaluation, do not recognize the results of performance evaluation, and performance evaluation does not motivate their own work. In addition, through investigations and visits, it was found that the performance of A Private School lacks objectivity and standards in the assessment process, heavily relying on the subjective judgment of managers. When designing the performance appraisal scheme, the author drew on the theories of the Balanced scorecard and Management by objectives, and advocated that teachers' initiative and enthusiasm should be brought into play, and teachers should be involved in the formulation and implementation of performance appraisal. At the same time, teachers' daily work should be effectively managed based on the development goals of the school. Work involving teaching achievements should be assessed with emphasis, and work not involving teaching achievements should be assessed with emphasis, Those who violate teacher ethics or have a significant impact on the school should also be included in the performance evaluation to play a certain deterrent and educational role. In terms of performance evaluation standards, objective data should be used as much as possible to evaluate the performance of teachers. At the same time, the standards for performance evaluation are led by experts and school leaders, with teacher representatives participating in the formulation; In the implementation of performance evaluation, the Academic Affairs Office, Human Resources Department, and offices of each grade have clear responsibilities and mutual supervision to ensure the fairness of the performance evaluation process.

The author hopes that by optimizing the performance evaluation system of A private school, it can provide a certain reference for the performance evaluation of private school teachers, in order to adapt to the development of private schools in the new era.