本文關(guān)鍵詞： 變電運(yùn)行業(yè)務(wù)績效管理 績效評價與考核 診斷問題 優(yōu)化方案　出處：《華南理工大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：績效管理對于企業(yè)人力資源活動和企業(yè)各項管理產(chǎn)生重要影響，同時也影響到企業(yè)總體目標(biāo)的實(shí)現(xiàn)。我國電力的發(fā)展及其供應(yīng)，既要確保全面建設(shè)小康社會的順利進(jìn)行，也要為國民經(jīng)濟(jì)翻兩番提供電力的可靠保證。預(yù)計到2020年全國需要的發(fā)電量為4.3萬億kWh，相應(yīng)的裝機(jī)容量為9.5億kW左右。這與今后20年GDP平均增長速度為7.2%基本上是相適應(yīng)的。外部環(huán)境要求電力企業(yè)在變電業(yè)務(wù)的運(yùn)行，特別是電力運(yùn)行響應(yīng)速度、變電運(yùn)行的靈活性，以及電力供應(yīng)的保障方面提出了更高的要求，但是目前我國仍有不少電力企業(yè)的績效管理制度形同虛設(shè)，沒有與人力資源的其他管理環(huán)節(jié)掛鉤。在2005年，G電力公司為了有效考察變電一線員工的工作績效，構(gòu)建了變電運(yùn)行績效管理體系，隨著企業(yè)發(fā)展和國有企業(yè)改革的深入，以往的變電運(yùn)行績效管理存在的問題，特別是評價指標(biāo)的科學(xué)性、評價方法的可行性以及績效管理的激勵性等方面的問題日漸暴露。因此，無論是外部環(huán)境，還是內(nèi)部條件，都要求G電力公司績效管理進(jìn)行優(yōu)化，所以，對G電力公司變電運(yùn)行績效管理進(jìn)行深入診斷和分析，提出有效優(yōu)化和完善建議，對于提升公司整體的市場競爭力，，有著重要而積極的作用。 本文以G電力公司為研究客體，以G電力公司變電運(yùn)行績效管理為研究對象，運(yùn)用績效管理方法以及問卷調(diào)查工具，全面對G電力公司變電運(yùn)行績效管理進(jìn)行深入剖析，以績效管理手段和方法作為依據(jù)，提出G電力公司變電運(yùn)行績效管理優(yōu)化與完善建議。 以往變電運(yùn)行績效管理的存在問題主要包括：考核方案和制度不能滿足宏觀以及微觀日益增長的變電運(yùn)行需求；評價指標(biāo)過于簡單，很多指標(biāo)并沒有反映真正的經(jīng)營要求；評價方式相對單一，并沒有拉開員工績效之間的差距；績效考核與獎金掛鉤力度不夠，沒有從根本上激發(fā)員工的工作積極性。因此，在績效評價指標(biāo)方面，基于平衡記分卡原則，除了保留“業(yè)績、個人能力、態(tài)度”三個方面的主觀考核指標(biāo)外，筆者建議增加內(nèi)部經(jīng)營過程，以及財務(wù)和客戶的客觀指標(biāo)。關(guān)于績效管理評價方法，對于主觀評價指標(biāo)，筆者建議采用360度評估方法，綜合考慮上級領(lǐng)導(dǎo)，平級同事以及下屬的意見。在績效考核與獎金掛鉤方面，筆者建議不采用以往評價分檔計算績效的方式，改為采用績效得分遞增的核算方式。
[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.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F426.61

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本文編號：1505338