【正文】 供電企業(yè)績效管理體系優(yōu)化探究 摘 要 近年來，因電力行業(yè)進(jìn)行三集五大改革和依法治企的實施，農(nóng)網(wǎng)上劃的滯后，基層供電企業(yè)從高高在上的壟斷企業(yè)變?yōu)榉?wù)單位，從以前的內(nèi)部壟斷變?yōu)槭袌龈偁?，為提升企業(yè)的服務(wù)水平和市場競爭力，現(xiàn)有的工資績效體系已經(jīng)不能滿足日益多變的市場環(huán)境， D 供電企業(yè)（以下簡稱 D 企業(yè)）也面臨著巨大的壓力，此為本文的研究背景。 人力資源是企業(yè)的核心資源，人力資源管理水平的高低直接關(guān)系到企業(yè)核心競爭力的提升程度，對于企業(yè)的生存和發(fā)展至關(guān)重要。績效管理 是人力資源管理的重要內(nèi)容，搞好績效管理有助于提升人力資源管理水平，最大化發(fā)揮企業(yè)全體員工的資源作用。 D 企業(yè)既有的績效管理體系尚不夠完善，相關(guān)制度和配套措施還不夠健全，績效考核技術(shù)方法較為單一落后，績效考核結(jié)果的應(yīng)用也未能落實到位，未能充分發(fā)揮績效管理的激勵作用，反而損傷了企業(yè)員工的工作熱情和創(chuàng)造性，影響了企業(yè)效益的提升和戰(zhàn)略目標(biāo)的實現(xiàn)。本文的研究，旨在改進(jìn)優(yōu)化 D 企業(yè)的績效管理體系，以更好的發(fā)揮績效管理作用，挖掘員工的潛力，以助力企業(yè)更快更好更穩(wěn)的發(fā)展。 本文主要采取理論與實踐分析相結(jié)合的研 究方法。以績效理論作為研究的理論基礎(chǔ)，結(jié)合 D 企業(yè)績效管理實際，試圖通過研究企業(yè)績效考核工作，將其完善，促進(jìn)企業(yè)的發(fā)展，并促進(jìn)企業(yè)實現(xiàn)整個戰(zhàn)略目標(biāo)。 本文的大體框架如下：第一章為緒論，介紹了本研究的選題背景，提出了論題研究的意義，概括了國內(nèi)績效管理的研究現(xiàn)狀，并對電力企業(yè)績效管理相關(guān)研究進(jìn)行了分析，最后提煉了本文的研究內(nèi)容和框架。第二章為相關(guān)研究的理論基礎(chǔ)，對績效管理理論進(jìn)行分析探討，主要對國內(nèi)先進(jìn)的績效管理理論進(jìn)行梳理。 第三章為 D 企業(yè)績效管理的現(xiàn)狀分析，以 D 企業(yè)的實 際情況為基礎(chǔ)，對該企業(yè)目前的所處的狀況、存在問題、所遇的困難進(jìn)行分析探討，并根據(jù)當(dāng)前電力市場發(fā)展局勢，對未來發(fā)展趨勢與變化進(jìn)行研究、預(yù)測，分析總結(jié)電力企業(yè)進(jìn)行績效管理改革與創(chuàng)新的必然要求。第四章設(shè)計了 D 企業(yè)績效管理的改進(jìn)方案，提出了設(shè)計思路和具體內(nèi)容，設(shè)計了符合 D 企業(yè)實際的指標(biāo)體系和考核流程，并制定了完善的實施計劃，對方案實施效果進(jìn)行了預(yù)期和總結(jié)。第五章介紹了 D 企業(yè)績效管理方案改革的保障措施，從管理層觀念、績效考核文化建設(shè)、培訓(xùn)機制、激勵機制、信息化建設(shè)等方面提出建議，以構(gòu)建出一套符合 D 企業(yè) 發(fā)展的績效管理體系。 關(guān)鍵詞：基層供電企業(yè)；績效管理；改進(jìn)方案 Abstract Implementation in recent years, as a result of the electric power industry for threesets of five major reform and managing enterprises according to law, the lagging ofrural power work planning, enterprise of basic level power supply from high abovethe monopoly enterprise change as a unit of service, from the previous internalmonopoly change as the market petition, in order to enhance the service level andmarket petition ability of the enterprise, existing performance pay system hasbeen unable to m eet the ever changing market environment, in D power supplyenterprises （ hereinafter referred to as pany d） also faces enormous pressure, this isthe background of this research. Human resource is th e core reso urce of the enterprise, the leve l of humanresource management is directly related to the enterprise core petitiveness, and itis very im portant for the surviva l and development of enterp rises. Performancemanagement is an im portant part of human resource m anagement, improve theperformance management to enhance the le vel of human resources management, themaximum play the role of the entire staf f of the enterprise. D enterprise perform ancemanagement system is not perfect, the re levant system and supporting measures arenot perfect, the performance evaluation method is relatively backward, the applicationof performance evaluation results can not fully play the role, but dam age theenthusiasm and creativity of enterprise employees, and the prom otion of enterprisebenefit and the realization of strategic objec tives. The research of this paper is toimprove the performance management system of D enterprises, to better play the roleof performance management, and tap the potential of employees, in order to help theenterprise to develop faster and better. This paper mainly adopts the method of bining theory and practice analysis. Taking performance theory as the theoretic al basis, bined with D enterpr iseperformance management practice, tryi ng to study the enterp rise performanceappraisal work, to im prove, to prom ote the developm ent of enterprises, and topromote the enterprise to achieve the strategic objectives. The main frame of this paper is as follows: the first chapter is the introduction,introduces the background of this research, the signif icance of the research,summarizes the research status of dom estic performance management, and analyzesthe related research of the power enterprise perform ance management, and thenextracts the research content and fram ework of this thesis. The second chapter is thetheoretical basis of the relevant research, analysis of the perform ance managementtheory, mainly to the domestic advanced performance management theory. The thirdchapter is the analysis of the status quo of D enterprise perform ance management,based on the actual situation of D enterp rise, the current situation, problem s anddifficulties encountered, and according to the current po wer market developmentsituation, the future d evelopment trends and changes in the research, forecasting,analysis and summary of power enterp rises performance management reform andinnovation is the inevitable requirement. The fourth chapter designs the improvementscheme of D enterprise perform ance management, puts forward the design idea andconcrete content, designs the index system and the evaluation process of D enterprise,and makes a perfect implementation plan. In the fifth chapter, the paper introduces thesecurity measures for the reform of D enterprise performance management, and putsforward suggestions from the aspects of management concept, perform anceevaluation, training mechanism, incentive mechanism, information construction andso on. Key words: basic level power supply enterp rise。 performance management。improvement plan 目 錄 第 1 章 緒論 論文選題背景 論文研究意義 研究綜述 績效管理研究綜述 電力企業(yè)績效管理研究 研究框架及主要內(nèi)容 第 2 章 相關(guān)研究基礎(chǔ) 績效的涵 義 績效管理的涵義 績效管理方法 績效管理的目標(biāo)及功能 實施績效管理所要遵循的原則 第 3 章 D 企業(yè)績效管理的現(xiàn)狀分析 D 企業(yè)概況 人力資源現(xiàn)狀 績效管理現(xiàn)狀 績效管理流程 現(xiàn)有績效管理體系弊端 績效管理現(xiàn)存弊端的成因分析 第 4 章 D 企業(yè)績效管 理改進(jìn)方案設(shè)計 績效管理改進(jìn)方案的設(shè)計依據(jù) 考慮供電企業(yè)特點的影響 考慮 “ 三集五大 ” 體系建設(shè)的要求 考慮績效管理分層設(shè)計的原則 績效管理改進(jìn)方案的具體內(nèi)容 改進(jìn)績效管理主體 改進(jìn)績效指標(biāo)體系 改進(jìn)績效管理標(biāo)準(zhǔn)