【摘要】：光明公司成立于1971年,是遼寧省電力有限公司下屬的一個大型Ⅱ類供電企業(yè),主要業(yè)務是本地區(qū)電網的運行管理和該區(qū)域內的電力銷售。隨著深入發(fā)展經濟建設,光明公司面臨著前所未有的發(fā)展機遇。同時依據WTO的框架,我國將逐漸取消行業(yè)保護。因此,2010年后,我國供電企業(yè)將面臨劇烈的市場競爭,給中國電力企業(yè)帶來沖擊。 國家電網公司制定了戰(zhàn)略目標,提出了體制改革的方案。本文以光明公司績效管理制度為例,光明公司缺乏能夠完全、真實按照企業(yè)戰(zhàn)略制定的績效管理系統(tǒng),面對新的機遇和挑戰(zhàn),光明公司績效管理制度改進勢在必行。根據公司現有績效管理制度上不完善,應用績效管理理論,研究如何改進績效管理制度,使得公司戰(zhàn)略目標能夠順利的實現。 本文首先對光明公司績效管理現狀進行調研,系統(tǒng)分析了光明公司績效管理方面存在的主要問題。然后根據國家電網公司的戰(zhàn)略目標,按照體系改革方案為指導,應用平衡計分卡模型,繪制出了公司的戰(zhàn)略地圖,建立了公司的平衡計分卡四個維度和每個部門的關鍵績效指標。最后,設計績效流程。根據PDCA循環(huán)理論的規(guī)則,將績效管理分為六個階段：分解戰(zhàn)略目標、制定績效計劃、組織績效實施、開展績效評價、完善績效溝通和評價結果應用六個階段,形成績效系統(tǒng)的閉環(huán)管理。設計出完整光明公司績效管理體系。 績效管理制度的改進具體措施為：光明公司現階段的績效考核與戰(zhàn)略目標相脫節(jié),本文將戰(zhàn)略指標逐級分解,明確各部門、崗位的職責分工,提高工作效率：光明公司現階段的績效考核指標不明確,不能反映真實績效。評價標準太籠統(tǒng),人為因素太大。本文應用平衡計分法的四個維度確定各部門的關鍵業(yè)績指標；要求全體員工簽訂績效合約；在原有的績效考核的基礎上,新的績效管理系統(tǒng)充分利用信息化手段,建立了依托于ERP系統(tǒng)的績效管理操作平臺；光明公司現階段的績效考核結果趨于平均。新的績效管理以“定量考核、定性評價”相結合的方式進行,考評結果強制公布,徹底打破了“大鍋飯”和“輪流坐莊”的局面；現階段公司的績效考核缺少溝通和反饋。本文建立績效考核看板,進行績效考核的全過程監(jiān)控和結果反饋,實施年度考核評價；公司原來的績效考核結果與薪酬發(fā)放掛鉤不緊密。按照省公司的要求,“績效考評結果要與員工的績效薪金掛鉤,年度考核結果與員工人才選拔、升遷競聘、評優(yōu)評先、職稱評定、技能鑒定、教育培訓等掛鉤�！�
[Abstract]:Established in 1971, Guangming Company is a large-scale class II power supply enterprise affiliated to Liaoning Electric Power Company Limited. Its main business is the operation and management of the local power grid and the power sales in the region. Therefore, after 2010, China's power supply enterprises will face fierce market competition, which will bring impact to China's power enterprises.
The State Grid Corporation of China has formulated strategic objectives and put forward a plan for system reform.Taking the performance management system of Guangming Company as an example,this paper points out that Guangming Company lacks a performance management system which can be completely and truly formulated according to the enterprise strategy.Facing new opportunities and challenges,it is imperative to improve the performance management system of Guangming Company. Effective management system is not perfect, the application of performance management theory, study how to improve the performance management system, so that the company's strategic objectives can be smoothly achieved.
Firstly, this paper investigates the present situation of performance management of Guangming Company, and systematically analyzes the main problems existing in the performance management of Guangming Company. Then, according to the strategic objectives of State Grid Corporation, guided by the reform plan of the system, using the Balanced Scorecard model, it draws the strategic map of the company and establishes the Balanced Scorecard of the company. According to the rules of PDCA cycle theory, performance management can be divided into six stages: decomposing strategic objectives, formulating performance plans, organizing performance implementation, carrying out performance evaluation, improving performance communication and application of evaluation results, forming a closed performance system. Ring management. Design a complete performance management system of Guangming company.
The specific measures to improve the performance management system are as follows: the performance appraisal of Guangming Company is out of line with the strategic objectives at this stage. This paper decomposes the strategic indicators step by step, clarifies the division of responsibilities among departments and posts, and improves work efficiency. The performance appraisal indicators of Guangming Company at this stage are not clear and can not reflect the real performance. This paper uses the four dimensions of the balanced scoring method to determine the key performance indicators of each department; requires all employees to sign performance contracts; on the basis of the original performance appraisal, the new performance management system makes full use of information technology, and establishes a performance management platform relying on ERP system; At present, the results of performance appraisal tend to be average. The new performance management combines quantitative appraisal with qualitative appraisal. The compulsory publication of the appraisal results completely breaks the situation of "big pot rice" and "taking turns to live in a village". At this stage, the company's performance appraisal lacks communication and feedback. In accordance with the requirements of the provincial companies, "the results of performance appraisal should be linked to the performance and salary of employees, and the results of annual appraisal should be linked to the selection of employees, promotion and competition, evaluation first, Title evaluation, and competition. It can identify, educate, train and so on.
【學位授予單位】：華北電力大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F426.61

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