教師季度考評自我評價 篇1
回首一年，本人雖未轟轟烈烈，但也踏踏實實。現總結如下：
一、為了明天的教育而充實自我
新課程實驗已經進入正式實驗階段，為了保證新課程實驗能健康順利開展,重要的是教師要樹立的新課程理念，要以新課程的理念指導實踐，在實踐中進一步領悟新理念。為此，我非常重視學習，平時認真閱讀教學雜誌上有關新課程改革的文章，學習教科研專著，認真聽講座，積極參加校本培訓，通過一系列的學習，自己的教學理念進一步更新，對新課程理念感悟也在一步步加深。我深切體會到：當一名優秀語文教師的不易，因為傳統的教學方法已經不適應當前的課改，從教學理念的轉變到教學方式的轉變是一個質的飛躍，不學習則落伍。語文學科涉及的知識面廣泛，它對教師提出了更高的要求，除了學習理論文章外，我還學習文化知識方面的書籍。為了提高自己的課堂教學水平，我還虛心向同行們學習，積極參與教研組的備課、聽課、評課、觀摩、研討活動，不斷吸收新鮮血液，以適應現代化教育的需要，使自己的課堂教學跟上時代發展的脈搏。我平時還及時進行實踐反思，寫出教後感，每學期二、三十篇，撰寫教育教學論文數篇。
二、用全新的教育理念，指導課堂教學改革
今年下半年新課程在我校啟動，對於我這個一線的老教師來說既是一種全心的挑戰，又是一次考驗。為了使自己在新課程改革中不落伍，我努力鑽研業務，努力提高自身素質，積極探索新的教學思路，新的教學模式。平時認真鑽研業務，在“五認真”上下功夫。嚴把備課關，做到備大綱，備教材，備學生，精心設計每堂課。在教學中本著“教是為了不教”的觀念，以“用好老教材，實踐新理念，使每個學生生動活潑、自主和諧發展”作為自己追求的目標。努力創設語言訓練的條件，讓學生在有限的時間和空間裡主動地進行聽說讀寫的語言活動，使課堂成為學生施展才華的舞台，讓學生在“自主、合作、探索”中學習。而我本人則隱退至後台充當學生“學習的促進者、指導者”。把學習的主動權力還給學生。現在學生在新課前都能認真預習，特別是能在網上查資料，在圖書管找資料，課堂上思維活躍，發言熱烈，常常高潮迭起。
課堂上我努力讓學生感受到一種親切、和諧、活躍的氣氛;我努力使自己成為學生的親密朋友，讓教室也轉變成為學生的學堂;我努力讓學生的個性得到充分的展現與培養。所以在課堂上學生或質疑問難，或浮想聯翩，或組間交流，或挑戰權威。師生互動，生生互動，組間互動，環境互動，在有限的時間內，每一位學生都得到了較為充分的鍛鍊和表現的機會。教室中再沒有陰暗冰冷的“死角”，課堂上充滿著流動的陽光，平等、和諧與交流共存，發現、挑戰與沉思同在。學生思維活躍，閃光點頻頻，他們已成為課堂上真正的主人。班內學生普遍反應喜歡上語文課。一節課40分鐘，往往覺得太短了，下課後還圍著我討論問題。
新課改不但要提高學生的課內閱讀能力，還要提高學生的課外的閱讀能力和寫作能力。我的授課既源於教材，又不唯教材，我經常利用午間活動進行讀書體會交流，優秀作文賞評，還有新聞發布會，故事會等,最近又成立了研究性學習小組.。讓學生在互動中求知，在活動中探索，既輕鬆地掌握了知識，又潛移默化地培養了能力。學生的整體素質有了質的提高。特別是學生看課外書的興趣大大增強。每天學生們都圍著圖書箱借圖書看，有的學生已經在看《水滸》、《三國演義》、《紅樓夢》等名著。在增加閱讀量上還增加了寫作量，一學期學生寫小作文幾十篇。隨著訓練量的增加，學生的寫作水平也在提高，發表、獲獎文章很多，居年段之首。
一個班級中難免有學習態度不端正、接受能力差的學習困難生。對於這樣的學生我循循善誘、耐心輔導，特殊照顧。
三、民主管理，讓學生享受成功的快樂
作為一名班主任，我的管理原則是創建活而不亂，嚴而不死的良好班風班貌。這學年我覺得自己班主任工作最有特色是——民主管理，讓學生享受成功的快樂。
充分發揚民主，讓全體學生積極參與管理，千方百計調動他們的積極性和創造性，培養他們獨立自主的精神和自我管理的能力，逐步完成由教師管理向學生管理的過渡，真正扮演好引路人和協調者的角色。我的班務工作主旨是：讓每一位學生都快樂地度過在學校的每一天。愛每一個孩子，使他們因為有我這樣的班主任，每天能快樂充實。在工作中把成功教育這一思想靈活地運用到班級管理的實踐中去，改變陳舊的教育模式，變埋怨、責怪學生為相信每一個學生，變教師對學生外壓式的強制教育為學生內調式的自我教育，變片面追求分數的教育為爭取每個學生多方面成功的教育。注意工作的方式方法，努力嘗試尊重學生、發現學生，使他們在“我能行”的指導下，個個充滿自信，能夠抬起頭大膽往前走，有勇氣迎接風雨，樂於在困難中微笑，人人有成功的體驗。
平時，充分發揮隊員的自我管理能力，發動大家參加班級管理的各項活動，讓每個人都有機會履行班級管理職責，人人都有自己的發言權，增強責任感和參與意識，為管理好班級獻出自己的一份力量，使全體學生成為班級管理的主人。如，班級目標的確定、班隊活動計畫的制訂、主題隊會的設計、雛鷹爭章台的布置、爭章考核細則以及各類先進評比標準等，都充分利用晨間活動、班隊活動，發動全班同學獻計獻策，取得共識。因為學生願意幹的事，幹起來熱情高，幹勁大，成效也好。如：陸悅、張藝帆、楊奕琦、朱穎婷等同學經常放棄休息時間整理圖書，出黑板報等。在中隊活動中，力求少一些老師的具體指導，多一些學生的互相探討;少一些集體的共同規矩，多一些學生的自我規範;少一些共性需求，多一些個性發展。
教師季度考評自我評價 篇2
從畢業參加工作快半年了，這次競聘，也為我提供了一次反思工作的機會。回顧自己近半年的工作，並認真分析，現將半年來工作總結匯報如下：
自七月中旬到**學院工作以來，我從學生到老師，面臨的很多事情都是新的，要想儘快適應新的崗位，首先是學習，向領導學習，學習他們嚴謹務實的工作作風;向學院的同事們學習，學習他們辛勤工作、樂於奉獻的優良傳統。在此，也感謝院領導和各位老師的熱心幫助，在你們的關心領導下，使我的工作得以順利開展並為我將來的發展提供了寶貴的經驗。
下面我從以下幾個方面來介紹我這一段時間的工作以及以後的工作打算。 首先，工作之初，順利完成了14級新生的迎新工作。從新生分班、分宿舍到發放書籍、鑰匙、繳費、辦理戶籍，軍訓再到體檢，從選班委到找個別學生談話„„這些看似瑣碎的工作，就是輔導員工作的幾個小方面。也正是通過這些事情讓我更進一步認識到成為一個優秀的輔導員並不是一件容易的事情，需要自己在各個方面逐步的完善，補充自己的知識空缺，提高自己的工作能力。
通過帶新生，我認識到，學生剛進入大學，具有很強的可塑性，但是把他們培養成適合社會需要的人才需要四年的時間，這需要我們付出極大的耐心和心血。大一學生思想還不成熟、對自己的學習和生活都感到比較迷惘，他們最需要的是給自己一個合理的定位，重新認識自己。針對這些情況，我與14級新生開展了多次心理談話，與他們談人生打算、談對學習和生活環境的適應。鼓勵他們多觀察生活、多參與活動，儘快使自己成熟起來。如，有些學生對自己的專業迷茫，就鼓勵他們課後多問相關專業課老師。
其次，在工作中抓好班風建設，注意培養學生幹部能力。班風反映一個學院、一個學校的精神風貌，也體現這一個學校的管理水平。讓學生形成、積極、團結、向上的班風，是我們必須要努力做的事情。同時注意培養學生幹部，發揮好他們的帶頭作用，有的學生幹部雖然工作熱情但做事毛躁，有的則畏首畏尾，就要時時提醒，適時批評。對學生工作應以鼓勵為主，在批評時一定要有理有據，讓學生做到心服口服。
再次，我覺得最近工作最有成效的就是找一些同學進行心理談話。作為學院的分管心理工作的輔導員，如何做好這份本職工作是我經常思考的問題。找學生談話就要找到問題的切入點，找出解決問題的方法，提前作好充分的準備全面了解學生反映的問題，尋找根源，從中找出問題的解決辦法。心理普查之後，應學校要求對一些學生進行了相應的心理談話。這次談話有意識的淡化自己作為一名老師的角色，以一名兄長的身份對他們進行同輩心理諮詢，取得了良好效果。通過最近有的學生主動找我談話，說明了學生對我這種工作方式的認可，以後我將繼續努力。
最後，在學校迎評工作中儘量分擔學院的一些日常工作。從暑假值班一直到最近上交材料，都力求將最新、最完整的信息整理好，配合學院迎評工作。整理學生心理健康、誠信檔案，為迎評盡綿薄之力。同時收交黨費、幫助一些老師分擔一些日常工作，我想做好這些日常事務也是服務學校、提高自己能力的重要組成部分。
對於競聘理由和將來工作打算我是這樣認為的：
選擇**學院是因為通過這近半年的工作，我深深體會到了這是一個積極向上的集體，領導關心屬下，同事一團和氣，也正如姜院長所講“想幹事、能幹事的人都能在**學院找到自己的發展空間”。選擇是經過深思熟慮的，是甘心情願的。另一個原因是：學生素質都很高，我對他們期望很大，希望能與他們一起成長，愛他們，所以我捨不得離開**學院。
雖然我們院有心理學專業，但是目前我們院沒有一間專門的心理諮詢室，同時很多學生找我談話時都表示不願意在學辦吵雜的環境中對話，因此我最近的打算就是希望能配合相關領導、老師建立一間完備的心理談話室。
最後我要說的是，我喜歡輔導員工作，喜歡，希望能在這方土地上耕耘，收穫更多。
教師季度考評自我評價 篇3
一年來，我認真執行學校教育教學工作計畫,轉變思想,積極探索,改革教學,在繼續推進我校“自主——創新”課堂教學模式的同時,把新課程標準的新思想、新理念和物理課堂教學的新思路、新構想結合起來,轉變思想,積極探索,改革教學,收到很好的效果。
一、課程標準走進我的心，進入我的課堂 。
怎樣教物理,《物理課程標準》對物理的教學內容,教學方式,教學評估教育價值觀等多方面都提出了許多新的要求。無疑我們每位物理教師身置其中去迎接這種挑戰,是我們每位教師必須重新思考的問題。因此我不斷的學習讓我有了鮮明的理念,全新的框架,明晰的目標,而有效的學習對新課程標準的基本理念,設計思路,課程目標,內容標準及課程實施建議有更深的了解,本學期我在新課程標準的指導下教育教學工作躍上了一個新的台階。
二、課堂教學,我加強了師生之間學生之間交往互動,共同發展。
本學年我深知我們每位物理教師都是課堂教學的實踐者,為保證新課程標準的落實,我把課堂教學作為有利於學生主動探索的學習環境,把學生在獲得知識和技能的同時,在情感、態度價值觀等方面都能夠充分發展作為教學改革的基本指導思想,把物理教學看成是師生之間學生之間交往互動,共同發展的過程,在教研組長、集體備課組長的帶領下,緊扣新課程標準,和我校“自主——創新”的教學模式。在有限的時間吃透教材,分工撰寫教案,以組討論定搞,每個人根據本班學生情況說課、主講、自評;積極利用各種教學資源,創造性地使用教材公開輪講,反覆聽評,從研、講、聽、評中推敲完善出精彩的案例。積極進行了實驗探索問題的實踐，在集體備課中,這種分合協作的備課方式,既照顧到各班實際情況,又有利於教師之間的優勢互補,從而整體提高備課水平,課前精心備課,撰寫教案,實施以後趁記憶猶新,回顧、反思寫下自己執教時的切身體會或疏漏,記下學生學習中的閃光點或困惑,是教師最寶貴的第一手資料,教學經驗的積累和教訓的吸取,對今後改進課堂教學和提高教師的教學水評是十分有用。
較強的物理思想方法得於滲透。學生在觀察、操作、實驗、討論、交流、猜測、分析和整理的過程中,公式的形成、獲得、套用瞭然於心。提倡自主性“學生是教學活動的主體,教師成為教學活動的組織者、指導者、與參與者。”這一觀念的確立,灌輸的學習就大大削弱。八年級 電路圖型連線、各種物理電學公式的計算、實驗都體現學生自主探索、研究。突出的過程性,注重學習結果,更注重學習過程以及學生在學習過程中的感受和體驗。這樣的探索實驗讓學生成了學習的主人,學習成了他們的需求,學中有發現,學中有樂趣,學中有收穫,這說明:設計學生主動探究的過程是探究性學習的新的空間、載體和途徑。 教學活動兼顧到知識教育與人文教育的和諧統一,而這些都並非是一朝一夕就能完完成的。需要每一位我不斷學習、不斷修煉,提高文化水平與做人境界,這將是一個長期而非常有價值的努力過程。研討 反思 將公開課上的精華延伸運用於日常教學實踐 我在總結自己教學的同時,不斷反思教學,以科研促課改,以創新求發展,不斷地將公開課上的精華延伸運用於日常教學實踐,把仍在困惑這我的許多問題,有個在認識。努力處理好物理教學與現實實踐的聯繫,努力處理好套用意識與解決問題的重要性,重視培養學生套用物理的意識和能力。重視培養學生的探究意識和創新能力。 常思考,常研究,常總結,以科研促課改,以創新求發展, 進一步轉變教育觀念,堅持“以人為本,促進學生全面發展,打好基礎,培養學生創新能力”,以“自主——創新”課堂教學模式的研究與運用為重點,努力實現教學高質量,課堂高效率。
三、創新評價,激勵促進學生全面發展。
怎樣提高學生成績,我把評價作為全面考察學生的學習狀況,激勵學生的學習熱情,促進學生全面發展的手段,也作為教師反思和改進教學的有力手段,對學生的學習評價,既關注學生知識與技能的理解和掌握,更關注他們情感與態度的形成和發展;既關注學生物理學習的結果,更關注他們在學習過程中的變化和發展。抓基礎知識的掌握,抓課堂作業的堂堂清,採用定性與定量相結合,定量採用等級制,多鼓勵肯定學生。堅持以教學為中心,強化對學生管理,進一步規範教學行為,併力求常規與創新的有機結合,促進教師嚴謹、紮實、高效、科學的良好教風及學生嚴肅、勤奮、求真、善問的良好學風的形成。
通過我一年來不斷的工作,我的物理教學工作取得了很好的成績,而連續兩個學期我的物理教學成績都位於全校前列,一份耕耘,一份收穫。成績的取得離不開領導的支持和全體老師的幫助,教學工作苦樂相伴。以後我將本著“勤學、善思、實幹”的準則,一如既往,再接再厲,把工作搞得更好。
教師季度考評自我評價 篇4
Key to Performance Performance: Self - Assessment and Objectives.Performance work is an important part of enterprise HR work. The key to the following two points: First, give employees the opportunity to self-assessment; the second is to make the staff's goals and the company's goals are consistent.
Give employees the opportunity to self-assess
First, the employee's self-assessment as part of the company's performance appraisal process, is very important. To encourage employees to participate in the company's performance appraisal process and ensure an effective dialogue between managers and employees, you can use the same form in the company's regular performance review process, or create a slightly modified version.
Second, the purpose of employee self-assessment is to obtain employees on their performance of self-point of view. This is a powerful way to give employees the opportunity to speak throughout the performance appraisal process. Sometimes, managers worry about the value of self-assessment, that employees will simply give their praise and higher ratings in order to try to raise their actual rating. Experience has shown that the opposite trend is real, and when we evaluate ourselves, we tend to be more severe than others.
Third, the manager's personal view of the employee, self-assessment is a very valuable way for the company to get more information about employee performance. It can also help managers stay ready to deal with differences in opinion or opinion and gain insight into employee expectations.
So that the objectives of the staff consistent with the company's goals
The importance of creating a SMART (concrete, measurable, achievable, relevant, time-bound) goal is to associate the employee's goals with higher-level organizational goals, and you create for employees' This is a very important "context." This helps employees understand why their work is important and how their work contributes to the success of the organization as a whole.
Practice has proved that the goal of the staff with a higher level of departmental goals, the objectives of the branch and the goal of the entire enterprise linked to create a personal goal and organizational goals consistent with the "big environment" for the development of staff performance is crucial Important, but also allow employees to feel that their work is very important.
教師季度考評自我評價 篇5
In many enterprises performance appraisal, there is a "staff self-assessment" link, which is the first employee of their performance in the assessment period, and then submitted to the direct superior to adjust, and finally draw the employee's performance scores. In the use of direct superior performance evaluation system, the purpose of employee self-assessment is nothing more than two: 1, the fastest quantitative data sources can be quantified; 2, reflects the staff participation in performance appraisal; However, if the assessment of employees Assessment without a clear understanding of it, it will lead to significant deviation of the assessment results, or even failure. We know that the performance appraisal may be a variety of errors, such as the different leaders of different personal scales, the average tendency, etc., then the self-assessment link, which led to the factors that lead to errors it?
First, the personality of each person is different from the self-assessment scale is very different. For example, some employees self-confidence, their own evaluation of high, some people feel inferior, their evaluation on the low side. In addition, some people pursue perfection, strict requirements on their own, and some others have passed, these two categories of people to their own scale certainly different. Also, some old employees of the company and colleagues know very clearly, scoring when its capability, and new employees do not know other people's shallow depth, to their scoring when there is not much reference to speak of.
Second, psychological research shows that most people are overconfident."Do not make a normal fool," an example of this book mentioned that we often hear a lot of people say that they "not on the phase", that is, according to the photos did not look good. In fact, the photo is an objective reflection of our appearance, and each of us in the mirror when it will be special (and may be unconscious or habitual) to choose the best angle, that is more than a layer of subjective Factors in it, which led to our look in the mirror look better than the photos. So in fact, the staff part of the self-assessment on the provision of such a "mirror" to our staff to the beauty, this error which is self-evident.
Third, the staff self-assessment of the score, the assessment will do a great impact on the scoring. Have the experience of "bargain" people know that if you see the stall on a package, and my heart that probably worth 100, but the mouth asking price, the boss said 500, if you really want this package, bigMost people only dare to 300 or 400 pieces to cut. This is the so-called "anchor effect", the negotiation inside the "first offer, without anger in each other's situation, the higher the better" is the meaning, because the first bid will greatly grasp the initiative, so that the other psychological expectationsResulting in great changes. Employee self-assessment actually gave the examiner a chance to take the lead in the bidder, and whether the assessment due to face or other considerations, are likely to be the "quote" effect, so that the assessment results error. We in the actual work of human resources, but also did find this phenomenon, a company several departments staff performance appraisal scores, without exception, no less than its self-rated scores.
Based on the above analysis, we will find that the department leaders get the self-evaluation scores mixed with too many subjective factors, so that can not be filtered through technical means, and this score will have a great impact on the assessment; Confident employees have a high score, and sometimes due to the need for mandatory distribution, those who require their own strict, scoring low staff has become a victim, because their scoring low, the final score is difficult to be brought up leadership. In the assessment of the indicators can not quantify the more components, or different departments in different parts of the work of employees, the lack of uniform measure of the time, this situation is particularly serious.
So, companies in the performance evaluation of the actual operation, how to solve these problems I mentioned above? Many people may be from the "increase the proportion of quantifiable indicators," "to strengthen the assessment and assessment of those who training, But in practice, it will only increase the workload and complexity of performance appraisal, implementation easier said than done? In fact, just look back to see the implementation of the two purposes of self-evaluation .Self-evaluation and implementation of self-evaluation, , We will find a simple solution: the relatively objective quantifiable indicators, the implementation of "employee self-evaluation", while maintaining a "fast data source" - in fact only data sources, but also embodied in the form "Employee participation"; and not to quantify the subjective evaluation of indicators, the assessment by the direct scoring, do not give employees self-evaluation (and thus in this link error) opportunity.
We know that performance appraisal in human resources work is a huge project, the implementation of the highest cost, companies should seize the main contradiction, step by step, and in the initial stage, but not for the form of trapped. So is slightly Jun policy for some enterprises initially set up performance management system, simply cancel the self-evaluation session, thus avoiding the link error, but also to a certain extent reduce the workload and complexity of the assessment for the next Step smooth implementation of the well prepared.
Of course, the front said that the main business in the initial stage of performance management situation. When companies meet the following conditions: First, the implementation of the more smooth performance management, implementation costs can be effectively controlled; Second, the formation of a good performance within the company culture, we understand the performance management is more uniform, their own evaluation More objective; Third, the department leaders generally have a clear understanding of the lower levels and independent judgments; we can think that enterprises have entered the advanced stage. At this point to carry out a real staff self-assessment, it will further mobilize the enthusiasm of employees and the importance of performance, thus forming a virtuous circle of performance management.
In summary, the core issue of employee self-evaluation, not how to do a good job, but when to engage in, when should not engage in the problem. It is necessary to distinguish the stage of development of enterprise performance management and select the key points that should be solved at each stage, and will not achieve the multiplier effect without being trapped in form. From the initial stage of performance management to the advanced stage, each enterprise has a long way to go, and this process can not be achieved overnight.