A电网公司班组工分制绩效考核研究

发布时间：2018-01-25 02:34

本文关键词： A电网公司工分制绩效考核　出处：《广东工业大学》2017年硕士论文　论文类型：学位论文

【摘要】：新形势下,随着国家深入推进供给侧结构性改革、国资国企改革、电力体制改革,电力行业发展动力已发生转换,特别是输配电价改革导致电网盈利模式发生重大改变。而电网企业作为整个电力行业的核心环节,发展环境和市场格局等都发生了深刻变化,电网企业转型升级的形势更加严峻。现有的人力资源管理的方式、方法已不能适应企业改革的需要,亟需打破传统人力资源管理经验的束缚,最大限度提高人力资源管理效率和效益,发挥其对企业变革的推动作用。纵览国内外处于行业领先地位的企业,无一不是始终坚持以人为本,始终把调动人的积极性、主动性和创造性作为工作的核心,最大限度地集聚人才,用好人才,留住人才,推动公司不断发展壮大,所以说人力资源是企业的第一资源,而绩效考核作为目前全球较为科学、合理、有效的人力资源管理工具之一,越来越多的公司更加重视绩效考核工具的重要性与积极的作用。如何更加有针对性、更具操作性去运用绩效考核工具,特别是针对A电网公司最基本的组织单元一线班组(约70%的员工在班组从事技能类工作),如何提高班组员工绩效考核水平是供电企业绩效考核工作的重中之重的任务。本文将A电网公司作为研究对象,主要对其班组员工的绩效考核与管理开展研究。目前,A电网公司采取“人力资源部门+直线管理者”绩效考核模式,授权各级直线管理者自主决定考核内容、考核方法,各级直线管理者对绩效考核结果应用拥有较大权重的建议权。但是在实际工作过程中,各直线经理往往不敢用、不愿用、不会用员工绩效考核这个工具,员工绩效仍然依靠主观评价评出来,客观性和公正性都难以让人信服,以及班组考核工作量大,需花费更大的管理成本趋推行绩效考核等问题仍然存在。本文介绍了电网行业的国有企业的内外部环境和发展趋势,以及电网企业的生产经营管理状况,同时也总结了国内外员工绩效管理的发展脉络和研究现状,介绍了国内外员工绩效管理工具。以“按劳分配”为理论基础,对绩效考核的工分制考核的发展进行归纳和整理,通过研究分析A电网公司员工绩效考核措施和存在问题的基础上,发现公司存在考核工作量大、内容复杂、考核客观性不足、缺乏有效过程管理工具和沟通反馈等问题。针对上述问题,本文探索设计了基于工作数量、工作质量及行为规范的班组工分制考核模型,从用工时间、工作人数、工作重要性、难度繁杂度、环境舒适性、风险损失性等维度,科学、客观地梳理班组工作任务,以人均工时为依据评估各项工作任务,形成工作量标准及加扣分标准,使班组工作与绩效标准形成关联。通过信息化平台和系统,固化工作量评估标准,直接从生产、营销系统端口读取数据,自动实时计算员工绩效得分。最后,本文将班组工分制绩效考核模型在个别单位进行试点应用。工分制考核提高了考核客观性,在不增加甚至减少考核工作量前提下,实现班组员工绩效考核“一体化、精益化、科学化、信息化、简单化”,为班站长提供客观、有效的绩效考核工具,受到班组员工的普遍欢迎。
[Abstract]:Under the new situation, with the country to further promote the supply side structural reform, the reform of state owned enterprises, the reform of electric power system, power industry has changed, especially the reform of electricity transmission and distribution grid leads to a significant change. And the profit model of power grid enterprises as the core of the electric power industry, development environment and market structure have a profound change of power grid enterprise transformation and upgrading of the situation is more severe. The existing human resources management mode, method cannot meet the needs of enterprise reform, to break the shackles of the traditional human resources management experience, to maximize the efficiency of human resources management and efficiency, to play its role in promoting the transformation of enterprises at home and abroad. A leading position in the industry the enterprise is not always adhere to the people-oriented, always arouse the enthusiasm, initiative and creativity as the core for the work , to maximize the use of talents, talents, retain talents, promote the continuous development of the company, so that the human resource is the first resource of the enterprise, and performance appraisal as currently the world's more scientific, reasonable, human resources management is one of the effective tools, more and more companies pay more attention to the importance of performance evaluation tools and positive. How much more targeted, more practical to use performance appraisal tools, especially for organizational unit team line A Power Grid Corp (about 70% of the most basic skills in the team of employees engaged in work), how to improve the level of employee performance appraisal team is the priority among priorities of the task performance evaluation of power supply enterprise. This article will A Power Grid Corp as the research object, the main performance evaluation and management of the team to carry out research. At present, A Power Grid Corp to take "the human resources department + line management The performance evaluation model, evaluation method to decide the assessment content, line managers authorized at all levels, the right recommended levels of line managers have greater weight on the application of performance appraisal results. But in the actual work process, the line manager often dare not, do not want to use, this tool will not use the employee performance appraisal, employee performance still rely on the subjective evaluation, objectivity and impartiality are difficult to convince, and assess the workload, the problem takes more management costs tend to carry out performance appraisal and so on. This paper introduces the power industry of state-owned enterprise's internal and external environment and development trend, as well as the power grid production management condition, at the same time summarizes the research and development status of domestic and foreign staff performance management, introduces the performance management tools at home and abroad. The employees "distribution according to work" as the theoretical basis The foundation, summarize and organize the performance appraisal of the workpoint assessment of development, through analyzing the A performance appraisal measures and problems of the employees of the Power Grid Corp, found that the company exists to assess the workload, assessment content is complex, lack of objectivity, lack of effective process management tools and communication and feedback problems. To solve these problems, this paper explores the design based on the work quantity, quality and behavior norms work group system class assessment model, from the labor time, work number, importance, difficulty of complexity, comfort, the risk of loss of dimension, scientific, objective combing team tasks, the per capita hours according to the assessment of the work of the task form workload standard and with the standard deduction, the team work and performance standard form association. Through the information platform and system, curing workload evaluation criteria directly from the production, business Port pin system reads data, automatic real-time calculation of employee performance score. Finally, the system performance assessment model class group pilot application in individual units. Workpoint assessment to improve the assessment of objectivity, without increasing or even reduce the workload of examination under the premise of realizing the class group performance appraisal "integration, lean, scientific. The information, simple", for the class of owners to provide objective and effective performance appraisal tool, has been widely welcomed by the team.

【学位授予单位】：广东工业大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.61

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