【摘要】：績(jī)效管理作為當(dāng)今世界人力資源管理重要舉措，對(duì)現(xiàn)代企業(yè)增強(qiáng)員工掌控和核心競(jìng)爭(zhēng)力具有重要作用。由于歷史原因，我國(guó)大多數(shù)企業(yè)習(xí)慣于墨守成規(guī)，把時(shí)間和經(jīng)歷用在解決實(shí)際技術(shù)問(wèn)題上，在管理方面特別是新的管理方法應(yīng)用的研究投入精力很少。這就造成了，相對(duì)于西方發(fā)達(dá)國(guó)家，我國(guó)各類公司的績(jī)效管理方法的應(yīng)用較晚，理論創(chuàng)新和實(shí)踐積累相對(duì)較淺薄，各級(jí)管理者的績(jī)效管理意識(shí)，尚處于發(fā)展和完善階段。 隨著我國(guó)供電體制改革和發(fā)展的不斷深入，供需平衡成為電力能源供應(yīng)的進(jìn)一步趨勢(shì)，供電企業(yè)的發(fā)展和經(jīng)營(yíng)形勢(shì)變得不容樂(lè)觀、日趨嚴(yán)峻。作為電力行業(yè)重要組成部分和重要支撐的供電企業(yè)，已經(jīng)深刻認(rèn)識(shí)到強(qiáng)化人力資源管理與提高企業(yè)競(jìng)爭(zhēng)力之間的緊密聯(lián)系，已經(jīng)深刻意識(shí)到績(jī)效管理的重要性，逐步探索開展全員績(jī)效管理為核心的管理體制改革。 本文基于當(dāng)前成功企業(yè)績(jī)效管理方法，針對(duì)A供電公司在實(shí)施績(jī)效管理工作中暴露出的突出問(wèn)題，進(jìn)行深刻分析，并且從績(jī)效管理的計(jì)劃、指標(biāo)、流程、應(yīng)用等環(huán)節(jié)，深入研究供電企業(yè)如何建立符合企業(yè)特點(diǎn)的全員績(jī)效管理體系。A供電公司績(jī)效管理研究的過(guò)程包括如何確定有效目標(biāo)，如何使管理者與員工達(dá)成共識(shí)，如何引導(dǎo)員工正確實(shí)現(xiàn)目標(biāo)，如何對(duì)目標(biāo)進(jìn)行有效監(jiān)控，，如何對(duì)員工績(jī)效進(jìn)行合理評(píng)價(jià)，如何應(yīng)用績(jī)效管理成果，如何和對(duì)工作進(jìn)行持續(xù)改進(jìn)等，通過(guò)管理者與員工之間不斷地進(jìn)行的指導(dǎo)、溝通等管理循環(huán)，持續(xù)促進(jìn)企業(yè)整體業(yè)績(jī)的提升。 A供電公司績(jī)效考核由制定計(jì)劃、分解目標(biāo)、簽訂合約、跟蹤輔導(dǎo)、考核評(píng)價(jià)、持續(xù)改進(jìn)、結(jié)果申訴等環(huán)節(jié)組成，是針對(duì)供電企業(yè)中每位員工所承擔(dān)的工作和任務(wù)，通過(guò)應(yīng)用有效的科學(xué)方法，對(duì)員工的工作態(tài)度、工作行為、工作能力、工作效果、對(duì)企業(yè)的貢獻(xiàn)等進(jìn)行考核和評(píng)價(jià)，并最終將評(píng)價(jià)結(jié)果反饋給員工的過(guò)程。 A供電公司績(jī)效管理就是以企業(yè)中短期發(fā)展目標(biāo)為導(dǎo)向，按照規(guī)范的程序和方法對(duì)全體員工進(jìn)行考核評(píng)價(jià)，考核結(jié)果與員工個(gè)人的物質(zhì)利益和職業(yè)發(fā)展掛鉤，提高員工工作積極性和主動(dòng)性，保障和促進(jìn)現(xiàn)代企業(yè)建設(shè)。通過(guò)對(duì)目標(biāo)的分解，使決策層、管理層與執(zhí)行層在工作目標(biāo)、任務(wù)要求、努力方向上達(dá)成共識(shí)，并根據(jù)一定的評(píng)價(jià)標(biāo)準(zhǔn)、評(píng)價(jià)方法進(jìn)行檢查和評(píng)價(jià)，激勵(lì)員工持續(xù)改進(jìn)工作績(jī)效，最終實(shí)現(xiàn)企業(yè)長(zhǎng)遠(yuǎn)發(fā)展目標(biāo)。 本文就是運(yùn)用績(jī)效管理的方法和思路，針對(duì)A供電公司生產(chǎn)經(jīng)營(yíng)和管理的主要特點(diǎn)，研究實(shí)施方案和細(xì)則，構(gòu)建適合供電企業(yè)管理的績(jī)效考核系統(tǒng)，進(jìn)一步提升相關(guān)職工工作的參與意識(shí)和主動(dòng)意識(shí)，為推進(jìn)供電事業(yè)的快速發(fā)展和國(guó)民經(jīng)濟(jì)建設(shè)奠定堅(jiān)實(shí)的管理基礎(chǔ)。
[Abstract]:As an important measure of human resource management in the world, performance management plays an important role in enhancing the staff control and core competitiveness of modern enterprises. Due to historical reasons, most enterprises in our country are accustomed to sticking to the rules, using time and experience to solve practical technical problems, and devoting little effort to the research on the application of new management methods, especially in the field of management. As a result, compared with the western developed countries, the performance management methods of all kinds of companies in our country are applied later, the theoretical innovation and practice accumulation are relatively shallow, and the awareness of performance management of managers at all levels is still in the stage of development and perfection. With the deepening of the reform and development of power supply system in China, the balance of supply and demand has become a further trend of power energy supply, and the development and management situation of power supply enterprises has become more and more serious. As an important part and support of electric power industry, power supply enterprises have realized the close relationship between strengthening human resources management and improving the competitiveness of enterprises, and have deeply realized the importance of performance management. Gradually explore the implementation of full performance management as the core of the management system reform. Based on the current successful enterprise performance management method, this paper makes a deep analysis of the outstanding problems exposed in the implementation of performance management in A power supply company, and from the aspects of performance management planning, indicators, processes, applications, etc. The process of performance management research in A power supply company includes how to determine effective objectives, how to make managers and employees reach a common understanding. How to guide the staff to achieve the goal correctly, how to monitor the target effectively, how to evaluate the employee's performance reasonably, how to apply the achievement of performance management, how to improve the work continuously, etc. Through the continuous guidance, communication and other management cycle between managers and employees, continuously promote the overall performance of the enterprise. A power company performance appraisal by making plans, breaking down objectives, signing contracts, tracking guidance, The assessment, continuous improvement, result appeal and other links are aimed at the work and tasks of each employee in the power supply enterprise, through the application of effective scientific methods, to the employee's work attitude, work behavior, work ability, etc. Performance management of a power supply company is oriented towards the short and medium term development goals of the enterprise. According to the standard procedure and method, all the employees are assessed and evaluated. The results are linked to the personal material interests and professional development of the employees, to improve the enthusiasm and initiative of the employees, and to ensure and promote the construction of modern enterprises. Through the decomposition of the objectives, the decision-making level, the management and the executive level can reach a consensus on the work objectives, task requirements, and direction of efforts, and check and evaluate the evaluation methods according to certain evaluation criteria. Encourage employees to continuously improve their work performance, and ultimately achieve the long-term development goal of the enterprise. This article is to use the method and thought of performance management, according to the main characteristics of production, management and management of A power supply company, study the implementation plan and detailed rules, and build a performance appraisal system suitable for power supply enterprise management. Further enhance the participation consciousness and initiative consciousness of the related staff and workers, and lay a solid management foundation for the rapid development of the power supply industry and the construction of the national economy.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F426.61

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 蔡月;;淺談績(jī)效管理體系的內(nèi)涵[J];金融經(jīng)濟(jì);2006年12期

2 屠慶忠;杜曉力;;績(jī)效管理體系的構(gòu)建及應(yīng)用[J];農(nóng)業(yè)發(fā)展與金融;2006年02期

3 黃紅梅;;電力企業(yè)績(jī)效管理存在的問(wèn)題及對(duì)策[J];人力資源管理;2011年02期

4 張劍虹;績(jī)效管理工作中的七個(gè)誤區(qū)[J];企業(yè)改革與管理;2003年05期

5 倪光明;陳萍;;績(jī)效管理考核中應(yīng)注意的問(wèn)題探討[J];陜西電力;2007年10期

6 李秀媛;;電力企業(yè)戰(zhàn)略績(jī)效指標(biāo)體系的分解研究[J];中國(guó)電力教育;2009年18期

7 楊躍瓊;褚景春;吳良器;;電力企業(yè)績(jī)效管理存在的問(wèn)題及對(duì)策研究[J];中國(guó)電力教育;2010年09期

8 趙磊;楊婧;;電力企業(yè)績(jī)效管理潛在的問(wèn)題及對(duì)策[J];中國(guó)電力教育;2010年12期

9 王亮;;企業(yè)績(jī)效管理中KPI的分析與應(yīng)用[J];中國(guó)電力教育;2010年28期

10 蔡紅薇;;電力企業(yè)績(jī)效管理的現(xiàn)狀與問(wèn)題[J];中國(guó)電力教育;2010年21期

本文編號(hào)：2282429