【摘要】：隨著電力體制改革的不斷深入,發(fā)電企業(yè)要求改革的呼聲在經(jīng)濟(jì)全球化的今天越來(lái)越高,打破壟斷,提高企業(yè)的管理水平,加強(qiáng)管理戰(zhàn)略目標(biāo),已成為當(dāng)今電力企業(yè)關(guān)注的焦點(diǎn)。績(jī)效管理作為一種新型的管理方法,能夠有效的促進(jìn)企業(yè)實(shí)現(xiàn)戰(zhàn)略目標(biāo),受到人們更多的關(guān)注,正逐步被運(yùn)用到電力企業(yè)的管理實(shí)踐中。本文以陡河發(fā)電廠(chǎng)為例,探索一種適合火力發(fā)電廠(chǎng)的行之有效的績(jī)效管理方法。文中介紹了績(jī)效管理的一些基礎(chǔ)知識(shí)以及相關(guān)管理流程,通過(guò)對(duì)發(fā)電企業(yè)管理現(xiàn)狀的研究,確立績(jī)效管理實(shí)行的必要性,并提出績(jī)效管理實(shí)施過(guò)程中的注意事項(xiàng)。本文以平衡計(jì)分卡法和關(guān)鍵指標(biāo)要素KPI法為切入點(diǎn),引入“三線(xiàn)值”概念,將企業(yè)戰(zhàn)略目標(biāo)逐級(jí)分解,并通過(guò)“三線(xiàn)”深入挖掘績(jī)效管理的潛力,實(shí)現(xiàn)一個(gè)合理有效的績(jī)效管理指標(biāo)體系的建立；本文認(rèn)為,績(jī)效管理體系應(yīng)當(dāng)是一個(gè)PDCA的循環(huán)過(guò)程,可分為計(jì)劃、實(shí)施、考核、獎(jiǎng)懲和改進(jìn)幾個(gè)階段�？�(jī)效管理是一種自下而上的管理模式,它要求全體職工共同參與完成,重視溝通,通過(guò)溝通,使員工理解企業(yè)核心價(jià)值及發(fā)展目標(biāo),共同制定相應(yīng)的績(jī)效計(jì)劃和指標(biāo)評(píng)價(jià)標(biāo)準(zhǔn),對(duì)員工進(jìn)行績(jī)效評(píng)估,并根據(jù)績(jī)效結(jié)果對(duì)員工進(jìn)行獎(jiǎng)罰�？�(jī)效管理通過(guò)提高員工個(gè)人績(jī)效,從而使員工與企業(yè)共同進(jìn)步成長(zhǎng),是一種各方“多贏”的管理方法,績(jī)效管理結(jié)果的兌現(xiàn),極大程度的調(diào)動(dòng)員工的工作熱情,在企業(yè)形成一種積極向上的良性競(jìng)爭(zhēng)氛圍,提高了企業(yè)整體管理水平,為企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)提供全面保障。
[Abstract]:With the deepening of electric power system reform, the demand for reform of power generation enterprises is getting higher and higher in today's economic globalization, breaking monopoly, improving the management level of enterprises, and strengthening management strategic objectives. It has become the focus of attention of electric power enterprises. Performance management, as a new management method, can effectively promote the realization of strategic objectives of enterprises, and has attracted more attention, and is gradually applied to the management practice of electric power enterprises. Taking Douhe Power Plant as an example, this paper explores an effective performance management method suitable for thermal power plant. This paper introduces some basic knowledge of performance management and related management processes, establishes the necessity of implementation of performance management through the study of the current situation of power generation enterprise management, and puts forward the matters needing attention in the implementation of performance management. Based on the balanced scorecard method and the key index factor KPI method, this paper introduces the concept of "three-line value" to break down the strategic objectives of the enterprise step by step, and excavates the potential of performance management through the "three-line". This paper holds that the performance management system should be a circular process of PDCA, which can be divided into several stages: planning, implementing, evaluating, rewarding and punishing, and improving. Performance management is a bottom-up management model, which requires all staff to participate in the completion, attach importance to communication, through communication, so that employees understand the core values and development goals of the enterprise, together to formulate the corresponding performance plan and evaluation criteria. Evaluate the performance of employees and reward and punish employees according to the results. Performance management is a kind of "multi-win" management method, which can improve the individual performance of employees and make the employees and enterprises grow together. The results of performance management are realized, and the enthusiasm of employees is greatly mobilized. A positive and positive competitive atmosphere is formed in the enterprise, which improves the whole management level of the enterprise and provides a comprehensive guarantee for the realization of the strategic goal of the enterprise.
【學(xué)位授予單位】：華北電力大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F272.92;F426.61

【共引文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王軍;;新形勢(shì)下電力企業(yè)業(yè)績(jī)?cè)u(píng)價(jià)體系的探討[J];安徽廣播電視大學(xué)學(xué)報(bào);2006年04期

2 陳文瑛;黃會(huì);;供電企業(yè)營(yíng)銷(xiāo)管理KPI的設(shè)計(jì)與應(yīng)用[J];重慶電力高等專(zhuān)科學(xué)校學(xué)報(bào);2010年04期

3 龐圣玉;;試論供電企業(yè)負(fù)責(zé)人年度關(guān)鍵經(jīng)營(yíng)業(yè)績(jī)指標(biāo)的幾種考核方法[J];電力技術(shù)經(jīng)濟(jì);2008年02期

4 周勤興;;淺談電力市場(chǎng)開(kāi)拓的方法[J];廣東水利電力職業(yè)技術(shù)學(xué)院學(xué)報(bào);2008年01期

5 麥偉添;;論供電企業(yè)績(jī)效管理存在的問(wèn)題及其對(duì)策[J];廣東科技;2007年S1期

6 劉志軍;;電廠(chǎng)績(jī)效考核管理存在的主要問(wèn)題及解決辦法[J];廣州航海高等專(zhuān)科學(xué)校學(xué)報(bào);2009年03期

7 劉志軍;;考核工具在電廠(chǎng)績(jī)效體系設(shè)計(jì)中的融合運(yùn)用[J];廣州航海高等專(zhuān)科學(xué)校學(xué)報(bào);2009年04期

8 汪磊;陳海燕;湯偉;王永浩;;輸電班組績(jī)效考核指標(biāo)“互動(dòng)式”提煉法初探[J];辦公室業(yè)務(wù);2013年23期

9 孫莉莉;;抽水蓄能電廠(chǎng)安全生產(chǎn)關(guān)鍵業(yè)績(jī)指標(biāo)體系的量化研究及應(yīng)用[J];電工文摘;2014年01期

10 連通;;熵權(quán)法在安全生產(chǎn)績(jī)效考核中的應(yīng)用[J];安全;2014年10期

，

本文編號(hào)：2199382