本文關(guān)鍵詞： A電網(wǎng)公司 工分制 績(jī)效 考核　出處：《廣東工業(yè)大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：新形勢(shì)下,隨著國(guó)家深入推進(jìn)供給側(cè)結(jié)構(gòu)性改革、國(guó)資國(guó)企改革、電力體制改革,電力行業(yè)發(fā)展動(dòng)力已發(fā)生轉(zhuǎn)換,特別是輸配電價(jià)改革導(dǎo)致電網(wǎng)盈利模式發(fā)生重大改變。而電網(wǎng)企業(yè)作為整個(gè)電力行業(yè)的核心環(huán)節(jié),發(fā)展環(huán)境和市場(chǎng)格局等都發(fā)生了深刻變化,電網(wǎng)企業(yè)轉(zhuǎn)型升級(jí)的形勢(shì)更加嚴(yán)峻�，F(xiàn)有的人力資源管理的方式、方法已不能適應(yīng)企業(yè)改革的需要,亟需打破傳統(tǒng)人力資源管理經(jīng)驗(yàn)的束縛,最大限度提高人力資源管理效率和效益,發(fā)揮其對(duì)企業(yè)變革的推動(dòng)作用�？v覽國(guó)內(nèi)外處于行業(yè)領(lǐng)先地位的企業(yè),無一不是始終堅(jiān)持以人為本,始終把調(diào)動(dòng)人的積極性、主動(dòng)性和創(chuàng)造性作為工作的核心,最大限度地集聚人才,用好人才,留住人才,推動(dòng)公司不斷發(fā)展壯大,所以說人力資源是企業(yè)的第一資源,而績(jī)效考核作為目前全球較為科學(xué)、合理、有效的人力資源管理工具之一,越來越多的公司更加重視績(jī)效考核工具的重要性與積極的作用。如何更加有針對(duì)性、更具操作性去運(yùn)用績(jī)效考核工具,特別是針對(duì)A電網(wǎng)公司最基本的組織單元一線班組(約70%的員工在班組從事技能類工作),如何提高班組員工績(jī)效考核水平是供電企業(yè)績(jī)效考核工作的重中之重的任務(wù)。本文將A電網(wǎng)公司作為研究對(duì)象,主要對(duì)其班組員工的績(jī)效考核與管理開展研究。目前,A電網(wǎng)公司采取“人力資源部門+直線管理者”績(jī)效考核模式,授權(quán)各級(jí)直線管理者自主決定考核內(nèi)容、考核方法,各級(jí)直線管理者對(duì)績(jī)效考核結(jié)果應(yīng)用擁有較大權(quán)重的建議權(quán)。但是在實(shí)際工作過程中,各直線經(jīng)理往往不敢用、不愿用、不會(huì)用員工績(jī)效考核這個(gè)工具,員工績(jī)效仍然依靠主觀評(píng)價(jià)評(píng)出來,客觀性和公正性都難以讓人信服,以及班組考核工作量大,需花費(fèi)更大的管理成本趨推行績(jī)效考核等問題仍然存在。本文介紹了電網(wǎng)行業(yè)的國(guó)有企業(yè)的內(nèi)外部環(huán)境和發(fā)展趨勢(shì),以及電網(wǎng)企業(yè)的生產(chǎn)經(jīng)營(yíng)管理狀況,同時(shí)也總結(jié)了國(guó)內(nèi)外員工績(jī)效管理的發(fā)展脈絡(luò)和研究現(xiàn)狀,介紹了國(guó)內(nèi)外員工績(jī)效管理工具。以“按勞分配”為理論基礎(chǔ),對(duì)績(jī)效考核的工分制考核的發(fā)展進(jìn)行歸納和整理,通過研究分析A電網(wǎng)公司員工績(jī)效考核措施和存在問題的基礎(chǔ)上,發(fā)現(xiàn)公司存在考核工作量大、內(nèi)容復(fù)雜、考核客觀性不足、缺乏有效過程管理工具和溝通反饋等問題。針對(duì)上述問題,本文探索設(shè)計(jì)了基于工作數(shù)量、工作質(zhì)量及行為規(guī)范的班組工分制考核模型,從用工時(shí)間、工作人數(shù)、工作重要性、難度繁雜度、環(huán)境舒適性、風(fēng)險(xiǎn)損失性等維度,科學(xué)、客觀地梳理班組工作任務(wù),以人均工時(shí)為依據(jù)評(píng)估各項(xiàng)工作任務(wù),形成工作量標(biāo)準(zhǔn)及加扣分標(biāo)準(zhǔn),使班組工作與績(jī)效標(biāo)準(zhǔn)形成關(guān)聯(lián)。通過信息化平臺(tái)和系統(tǒng),固化工作量評(píng)估標(biāo)準(zhǔn),直接從生產(chǎn)、營(yíng)銷系統(tǒng)端口讀取數(shù)據(jù),自動(dòng)實(shí)時(shí)計(jì)算員工績(jī)效得分。最后,本文將班組工分制績(jī)效考核模型在個(gè)別單位進(jìn)行試點(diǎn)應(yīng)用。工分制考核提高了考核客觀性,在不增加甚至減少考核工作量前提下,實(shí)現(xiàn)班組員工績(jī)效考核“一體化、精益化、科學(xué)化、信息化、簡(jiǎn)單化”,為班站長(zhǎng)提供客觀、有效的績(jī)效考核工具,受到班組員工的普遍歡迎。
[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.

【學(xué)位授予單位】：廣東工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.61

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本文編號(hào)：1461747