【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)電廠為例,探索一種適合火力發(fā)電廠的行之有效的績效管理方法。文中介紹了績效管理的一些基礎(chǔ)知識(shí)以及相關(guān)管理流程,通過對(duì)發(fā)電企業(yè)管理現(xiàn)狀的研究,確立績效管理實(shí)行的必要性,并提出績效管理實(shí)施過程中的注意事項(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“三線值”概念,將企業(yè)戰(zhàn)略目標(biāo)逐級(jí)分解,并通過“三線”深入挖掘績效管理的潛力,實(shí)現(xiàn)一個(gè)合理有效的績效管理指標(biāo)體系的建立；本文認(rèn)為,績效管理體系應(yīng)當(dāng)是一個(gè)PDCA的循環(huán)過程,可分為計(jì)劃、實(shí)施、考核、獎(jiǎng)懲和改進(jìn)幾個(gè)階段�？冃Ч芾硎且环N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)的績效計(jì)劃和指標(biāo)評(píng)價(jià)標(biāo)準(zhǔn),對(duì)員工進(jìn)行績效評(píng)估,并根據(jù)績效結(jié)果對(duì)員工進(jìn)行獎(jiǎng)罰�？冃Ч芾硗ㄟ^提高員工個(gè)人績效,從而使員工與企業(yè)共同進(jìn)步成長,是一種各方“多贏”的管理方法,績效管理結(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爭氛圍,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
【分類號(hào)】：F272.92;F426.61

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