本文選題：供電企業(yè) + 績(jī)效管理　； 參考：《中國(guó)海洋大學(xué)》2013年碩士論文

【摘要】：在當(dāng)前市場(chǎng)競(jìng)爭(zhēng)的環(huán)境下,要想發(fā)揮電力能源在國(guó)民經(jīng)濟(jì)中的“電力先行”職能,在電力企業(yè)中引入績(jī)效管理已經(jīng)是企業(yè)發(fā)展的需求和市場(chǎng)競(jìng)爭(zhēng)的需要。在當(dāng)前我國(guó)電力行業(yè)的改制過程中,不斷引入和提升績(jī)效管理,也是適應(yīng)國(guó)內(nèi)外競(jìng)爭(zhēng)的需要。管理體系的關(guān)鍵環(huán)節(jié)要分析采用的績(jī)效工具是否適合企業(yè)管理實(shí)際�？�(jī)效管理要在實(shí)踐中總結(jié)、發(fā)展、完善。本論文在寫作過程中參考了大量的國(guó)內(nèi)外績(jī)效理論方面的研究著作,歸納總結(jié)了績(jī)效管理理論的精華研究成果。本論文作者選用了自己工作行業(yè)為研究對(duì)象,采用理論聯(lián)系實(shí)際的方法,以國(guó)家電網(wǎng)公司戰(zhàn)略目標(biāo)為基礎(chǔ),以我國(guó)國(guó)情和電力行業(yè)的特點(diǎn)為背景,結(jié)合績(jī)效管理方面的理論,試圖為縣區(qū)級(jí)供電企業(yè)績(jī)效管理水平的提升有所幫助。在當(dāng)前完全壟斷性體制下,供電企業(yè)推行績(jī)效管理體系,其意義顯得尤為突出。本論文的主要目的是：一是,推行績(jī)效管理制度,促使公司建立科學(xué)的戰(zhàn)略規(guī)劃和計(jì)劃體系。二是,促使企業(yè)向制度化、規(guī)范化、科學(xué)化的管理方向轉(zhuǎn)變。三是,企業(yè)的戰(zhàn)略目標(biāo)將被分解成為部門業(yè)績(jī)指標(biāo)再被分解為每個(gè)員工的個(gè)人績(jī)效指標(biāo)。四是,績(jī)效管理體系的建立,采取多樣化的激勵(lì)措施可以有效調(diào)動(dòng)員工的積極性。五是,通過績(jī)效結(jié)果的分析和評(píng)估,激發(fā)員工個(gè)人價(jià)值的實(shí)現(xiàn),從而實(shí)現(xiàn)企業(yè)價(jià)值的最大化。本論文通過對(duì)公司現(xiàn)有績(jī)效管理模式的研究與分析,針對(duì)分析出的問題,構(gòu)建出公司層對(duì)部門層、部門層對(duì)員工層的分層次績(jī)效管理體系,打破了過去完全是以績(jī)效考核和獎(jiǎng)懲為管理的績(jī)效管理體系。最大特點(diǎn)是,根據(jù)供電企業(yè)的主營(yíng)業(yè)務(wù),建立了供電關(guān)鍵績(jī)效指標(biāo)庫(kù),并根據(jù)實(shí)際情況,建立公司管理部門、檢修工區(qū)、送電工區(qū)、調(diào)度所、營(yíng)銷部等主要部門的績(jī)效指標(biāo)體系,為建立公司績(jī)效管理體系打下堅(jiān)實(shí)的基礎(chǔ),對(duì)企業(yè)整體的績(jī)效管理工作提高起到積極的促進(jìn)作用。當(dāng)然,論文研究還不夠細(xì)化,特別是部門層對(duì)員工層的績(jī)效管理體系還需要在工作實(shí)踐中針對(duì)不同工種不斷進(jìn)行細(xì)化完善。研究結(jié)果表明,通過構(gòu)建部門層對(duì)員工層的績(jī)效管理體系,針對(duì)不同部門、不同工種的實(shí)際,設(shè)計(jì)不同考核體系和考核標(biāo)準(zhǔn),將績(jī)效管理層延伸到員工層,再通過績(jī)效結(jié)果的分析和評(píng)估,發(fā)現(xiàn)員工個(gè)人能力的優(yōu)、劣勢(shì),最大程度激發(fā)員工個(gè)人價(jià)值的實(shí)現(xiàn),從而實(shí)現(xiàn)企業(yè)價(jià)值的最大化。
[Abstract]:In the current market competition environment, in order to play the role of "electric power first" in the national economy, the introduction of performance management in electric power enterprises has become the demand of enterprise development and the need of market competition. In the process of reforming electric power industry in our country, it is necessary to introduce and improve performance management to meet the needs of competition at home and abroad. The key link of the management system is to analyze whether the performance tools are suitable for enterprise management. Performance management should be summarized, developed and improved in practice. In the process of writing, this paper refers to a large number of domestic and foreign research works on performance theory, summarizes the essence of the performance management theory research results. In this paper, the author chooses his own work industry as the research object, adopts the method of integrating theory with practice, takes the strategic goal of State Grid Company as the foundation, takes the national conditions of our country and the characteristics of the electric power industry as the background, and combines the theory of performance management. This paper tries to improve the performance management level of power supply enterprises at county and district level. In the current complete monopoly system, power supply enterprises implement performance management system, its significance is particularly prominent. The main purpose of this paper is: first, to carry out the performance management system, to promote the company to establish a scientific strategic planning and planning system. Second, to promote the enterprise to institutionalize, standardized, scientific direction of management. Third, the strategic objectives of the enterprise will be decomposed into departmental performance indicators and then into individual performance indicators for each employee. Fourth, the establishment of performance management system, the adoption of diversified incentives can effectively mobilize the enthusiasm of employees. Fifth, through the analysis and evaluation of performance results, the realization of individual value of employees is stimulated to maximize the value of enterprises. In this paper, through the research and analysis of the existing performance management model of the company, aiming at the analysis of the problems, we construct a hierarchical performance management system of company level to department level, department level to employee level. It breaks down the performance management system which used to be managed by performance appraisal and rewards and punishments. According to the main business of the power supply enterprise, the key performance index database of power supply is established, and according to the actual situation, the management department of the company, the inspection and repair area, the electrical transmission area, the dispatching office are established. The performance index system of the marketing department and other main departments lays a solid foundation for the establishment of the company performance management system and plays a positive role in promoting the overall performance management of the enterprise. Of course, the research of the paper is not detailed enough, especially the performance management system of the department level to the staff level also needs to be refined and improved in the work practice for different types of work. The results show that, by constructing the performance management system of department level to employee level, according to the actual situation of different departments and different types of work, different appraisal system and evaluation standard are designed, and the performance management layer is extended to employee level. Through the analysis and evaluation of the performance results, we find that the individual ability of employees is superior and inferior, and the realization of individual value of employees is stimulated to the greatest extent, so as to maximize the value of the enterprise.
【學(xué)位授予單位】：中國(guó)海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.61;F272.92

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本文編號(hào)：1795126