【正文】 rate the full potential? of their PMS. Organisations that identify and understand the factors that positively affect performance reviews have ?more opportunities to maximisetheir results?. Organisations implementing performance reviews only at managerial levels are potentially missing more than 50% of their benefits. Factors Moderating the Benefits of PMS in EDF Energy Our analysis identified seven factors that influence the PMS effects on EDF Energy?s performance. They are: 1. Corporate principles and values 2. Local leadership 3. Top management mitment 4. Maturity of PMS 5. Underpinning performance management reviews 6. Accuracy of measures 7. Involvement of employees in the solutions of operational problems. The first three factors are related to EDF Energy39。 that improves service delivery during maintenance or faults and reduces penalty costs. In summary, we identified a preliminary pattern: the higher the PMS maturity and so confidence in applying data to help achieve better performance solutions and operational improvement the more successful these business units are likely to be. This factor definitely warrants further study. A retrospective view of the PMS implementation at EDF Energy Lastly, EDF Energy39。s PMS will require plementary IT capabilities (infrastructure investment and skills development) to be deployed throughout the organisation. This sensitive issue will require an indepth analysis of current and expected demands, benefits and costs. The pany has initiated the review or assessment of its performance management reviews. This 39。 ” 盡管其他一些的研究者發(fā)現(xiàn)，我們的研究顯示績效管理系統(tǒng)在來自其他的并行管理項(xiàng)目下及其困難隔離與財(cái)務(wù)的影響。這被認(rèn)為是能更有效反應(yīng)各方面期望的。 法國電 力能源公司 的學(xué)習(xí)經(jīng)驗(yàn)表明，12 至 20 個(gè)簡單的措施是最佳的員工人數(shù)保持興趣，而這些有助于將重點(diǎn)放在他們的關(guān)鍵業(yè)務(wù)問題上。 從績效管理效益評價(jià)看 這家公司的代理理論（關(guān)于依賴關(guān)系的學(xué)術(shù)概念）表明，組織實(shí)施績效評價(jià)力求控制其雇員的績效，因此該公司的效率和有效性更高，因此，其財(cái)務(wù)業(yè)績同樣也吸引利益相關(guān)者 不僅僅是它的客戶和投資者。 公司的原則和價(jià)值觀 法國電力能源公司 的文化變革，從被動(dòng)到主動(dòng)的行動(dòng)模式，這改變了它的原則和價(jià)值觀。在比較這三個(gè)業(yè)務(wù)部門后，我們的分析結(jié)論是，地方領(lǐng)導(dǎo)是區(qū)分的卓越性能的一個(gè)因素。其中之一是 “ 活線技術(shù) ” ，可以提高在故障維修過程中提供的服務(wù)質(zhì)量和降低罰款。 這需要毅力，鼓勵(lì)支持，管理服從，為了順利通過有一些小故障的措施初步實(shí)施，在很大程度上是無形的利益量化，并為實(shí)現(xiàn)有形成果的耐心。接下來的步驟是使系統(tǒng)成熟，也就是說，學(xué)習(xí)它，改善它的缺點(diǎn)，并確保其全面部署。這樣做，公司就可以開始優(yōu)化的結(jié)果。繼續(xù)這種 雙循環(huán)審查是非常重要的，這可以確保一個(gè)健康的績效管理系統(tǒng)的維持。 該公司已著手進(jìn)行審查或評估其績效管理評價(jià)。重要的是要牢記積極的內(nèi)部效果是一個(gè)企業(yè)可持續(xù)的的競爭優(yōu)勢的驅(qū)動(dòng)程序。到目前為止，公司已完成了艱辛的設(shè)計(jì)和執(zhí)行績效管理系統(tǒng)的工作。 壓倒一切的看法是， 法國電力能源公司 的努力和資源，注重于提高能源績效衡量和管理系統(tǒng)，經(jīng)過一段時(shí)間的投資實(shí)現(xiàn)了一個(gè)真正的和實(shí)質(zhì)性的回報(bào)。 第二，我們的研究還顯示了績效管理系統(tǒng)的成熟度和分析性思維之間的相關(guān)性。我們分析了具有 類似行動(dòng)，記分卡，措施，目標(biāo)等的三個(gè)業(yè)務(wù)部門 法國電力能源公司 。他們是： 公司原則和價(jià)值觀； 地方領(lǐng)導(dǎo)； 最高管理層的承諾； 完善的績效管理系統(tǒng)； 支持績效管理審查； 精確的措施； 員工參與的操作問題的解決措施； 前三個(gè)因素是能源與法國電力公司的領(lǐng)導(dǎo)和管理，最后四個(gè)因素則是對績 管理系統(tǒng)的使用和設(shè)計(jì)。這意味著管理者需要不斷地更新績效被審核的方式，以保持其趣味性和吸引力。 法國電力能源公司 的經(jīng)驗(yàn)還表明， “ 過于繁雜的措施 ” 會(huì)變的難以理解和管理。 早期的數(shù)據(jù)顯示：績效管理系統(tǒng)已經(jīng)對利益相關(guān)者產(chǎn)生很多好處。因此，績效管理系統(tǒng)已經(jīng)提高了 法國電力能源公司 的榮譽(yù)和各機(jī)構(gòu)、競爭者的形象。s challenge is to develop and extrapolate the positive internal effects of PMS into more external ones as soon as possible. It is important to bear in mind too that the positive internal effects are the drivers of a sustainable petitive advantage for the firm. This leads us to our next point, which is that this can only be achieved by gaining a real understanding of the factors that influence the PMS effects and so their downstream impacts. In doing so, the pany can begin to optimise its results. Evidence shows that it is important for the pany to understand the learning cycle of their PMS so that it can better manage its evolution and growth. PMS is about learning and improving, learning and improving... forever. This needs to be established as part of the firm39。s leader edits a local newsletter distributing news about performance and targets, congratulating teams that overperform, organising drinks out to celebrate performance, creating groups of best performers, etc. This leader appears to have a mental model of how