基于G电力公司变电运行人员的绩效考核优化研究

发布时间：2018-02-12 09:43

本文关键词： 变电运行业务绩效管理绩效评价与考核诊断问题优化方案　出处：《华南理工大学》2013年硕士论文　论文类型：学位论文

【摘要】：绩效管理对于企业人力资源活动和企业各项管理产生重要影响，同时也影响到企业总体目标的实现。我国电力的发展及其供应，既要确保全面建设小康社会的顺利进行，也要为国民经济翻两番提供电力的可靠保证。预计到2020年全国需要的发电量为4.3万亿kWh，相应的装机容量为9.5亿kW左右。这与今后20年GDP平均增长速度为7.2%基本上是相适应的。外部环境要求电力企业在变电业务的运行，特别是电力运行响应速度、变电运行的灵活性，以及电力供应的保障方面提出了更高的要求，但是目前我国仍有不少电力企业的绩效管理制度形同虚设，没有与人力资源的其他管理环节挂钩。在2005年，G电力公司为了有效考察变电一线员工的工作绩效，构建了变电运行绩效管理体系，随着企业发展和国有企业改革的深入，以往的变电运行绩效管理存在的问题，特别是评价指标的科学性、评价方法的可行性以及绩效管理的激励性等方面的问题日渐暴露。因此，无论是外部环境，还是内部条件，都要求G电力公司绩效管理进行优化，所以，对G电力公司变电运行绩效管理进行深入诊断和分析，提出有效优化和完善建议，对于提升公司整体的市场竞争力，，有着重要而积极的作用。本文以G电力公司为研究客体，以G电力公司变电运行绩效管理为研究对象，运用绩效管理方法以及问卷调查工具，全面对G电力公司变电运行绩效管理进行深入剖析，以绩效管理手段和方法作为依据，提出G电力公司变电运行绩效管理优化与完善建议。以往变电运行绩效管理的存在问题主要包括：考核方案和制度不能满足宏观以及微观日益增长的变电运行需求；评价指标过于简单，很多指标并没有反映真正的经营要求；评价方式相对单一，并没有拉开员工绩效之间的差距；绩效考核与奖金挂钩力度不够，没有从根本上激发员工的工作积极性。因此，在绩效评价指标方面，基于平衡记分卡原则，除了保留“业绩、个人能力、态度”三个方面的主观考核指标外，笔者建议增加内部经营过程，以及财务和客户的客观指标。关于绩效管理评价方法，对于主观评价指标，笔者建议采用360度评估方法，综合考虑上级领导，平级同事以及下属的意见。在绩效考核与奖金挂钩方面，笔者建议不采用以往评价分档计算绩效的方式，改为采用绩效得分递增的核算方式。
[Abstract]:Performance management has an important impact on human resources activities and various management of enterprises, but also affects the realization of the overall objectives of enterprises. The development and supply of electric power in China should ensure the smooth progress of building a well-off society in an all-round way. It is also necessary to provide a reliable guarantee for quadrupling the national economy. By 2020, the country will need 4.3 tillion kWhs of electricity and a corresponding installed capacity of about 950 million kW. This is basically the same as the average GDP growth rate of 7.2% in the next 20 years. The external environment requires electric power enterprises to operate in the substation business. Especially, the response speed of electric power operation, the flexibility of substation operation and the guarantee of power supply put forward higher requirements, but at present, there are still many electric power enterprises' performance management system in our country. In 2005, in order to effectively investigate the performance of substation front-line employees, the performance management system of substation operation was constructed. With the development of enterprises and the deepening of the reform of state-owned enterprises, GG Electric Power Company has not been linked to other management links of human resources. The problems existing in the performance management of substation operation in the past, especially the scientific nature of the evaluation index, the feasibility of the evaluation method and the incentive of the performance management, are exposed day by day. The performance management of G electric power company is required to be optimized. Therefore, it is necessary to diagnose and analyze the performance management of substation operation in G electric power company, and put forward effective optimization and improvement suggestions, which will enhance the overall market competitiveness of the company. Play an important and active role. This paper takes G power company as the research object, takes the performance management of the substation operation of G power company as the research object, uses the method of performance management and the questionnaire survey tool, carries on the thorough analysis to the G power company's performance management of the substation operation. Based on the means and methods of performance management, the paper puts forward some suggestions for optimizing and perfecting the performance management of substation operation in G Electric Power Company. In the past, the existing problems of performance management of substation operation mainly include: the evaluation scheme and system can not meet the macro and micro increasing demand for substation operation; the evaluation index is too simple, and many indicators do not reflect the real business requirements; The evaluation method is relatively single, and does not draw the gap between the performance of employees; performance appraisal and bonus linkage is not enough, did not fundamentally stimulate the enthusiasm of employees. Therefore, in terms of performance evaluation indicators, Based on the balanced scorecard principle, in addition to retaining the subjective evaluation indicators of "performance, personal ability, attitude", the author suggests to increase the internal business process, as well as the objective indicators of finance and clients. For the subjective evaluation index, the author suggests that 360 degree evaluation method should be adopted, and the opinions of superior leaders, equal colleagues and subordinates should be considered synthetically. Change to adopt the accounting method that the performance score increases progressively.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.61

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