【正文】 t examine or teams and groups it examines to be categories that departments examine at present, And individual it examines to be direct higher authorities according to subordinate working condition, examine with colleague, relation situation of higher authorities, Have clear standard is random and relatively strong, cause staff to examine work have many plaints.Main function that examine should pinpoint the problems and take measures and e and solve, And then avoid question of producing, the final purpose is to shift worker39。t excessive to emphasize result and use of result even more。t achieve the goal of examining either. By the look of every system examined, every system can39。s bonus, Can not reflect the encouragement to the staff .performance system to assess mentality of designing: wholes mentality of designingAccording to a lot of investigation and research of system to assess, factory of electrical home appliances, we find electricity power enterprise department system to assess paratively perfect at present, Examine key because department examine work have basis can be followed inpletely, That is to say power plant have individual examine basically at present. According to this characteristic, we think that the focal point of examining system design of the performance of electricity power enterprise is that the personal performance is examined . Examine the designing requirement of schemesPerformance manage scheme to implement performance management but operation scheme. The focal point of the scheme is to examine schemes. Use the theory and method of the performance to be designed meticulously on the basis of actual conditions of power plant when design and examine schemes. A good scheme needs to meet the following several requests: (1)Overall and effective(2) clear and concrete(3) unanimous and reliable(4)objective with participating in just(5)ly and make designs the basic procedure :Performance manage system design cardinal principle to support enterprise realization of strategic objective most. Proceed with the strategic objectives of enterprises, find out about the strategic development goal of enterprises and business focal point。s needs very much, so we examine power plant system divide into safety in production behavioural norm examine and examine ( including examining with annual prehensive appraisal at ordinary times), two link degree form, this examine different places with other type enterprise too, Special place. 來(lái)自 The behavioral norm of safety in production is examinedThe behavioral norm of the safety in production is examined and already implemented several years in the power plant, Relatively more perfect, each power plant has a unified regulation of management of economic rewards and punishments of the safety in production. This regulation is that electric power enterprises are quite intact through what the exploration in decades transform into, Operating very strong system to assess. We think safety in production behavioural norm examine and go on according to the current system. working achievement examine and go on and divide layer classified and managedPersonnel classify divide layer enterprise foundation of human resources management, examine the basic link implemented effectively too. According to each function that department give play to of realizing the goal of whole power plant being different, Divide the staff in the department horizontally into three kinds: Production, management functions, assisting the serving type. Basis each administration and supervision authorities grades of difference of post, vertical to divide 3 each into: Department39。隨著電力市場(chǎng)改革的逐步深入，發(fā)電企業(yè)競(jìng)爭(zhēng)日趨激烈，從長(zhǎng)遠(yuǎn)看，其人力資源管理水平?jīng)Q定著該企業(yè)的核心競(jìng)爭(zhēng)力提升水平。本文遵循著簡(jiǎn)單規(guī)范、實(shí)用有效的原則，對(duì)企業(yè)進(jìn)行績(jī)效管理制度的系統(tǒng)化設(shè)計(jì)，以實(shí)現(xiàn)個(gè)人績(jī)效與部門(mén)績(jī)效的有機(jī)結(jié)合，并將設(shè)計(jì)重點(diǎn)放在了個(gè)人績(jī)效考核方案設(shè)計(jì)上，進(jìn)而完善了企業(yè)個(gè)人績(jī)效考核制度。關(guān)鍵詞：績(jī)效，績(jī)效管理，關(guān)鍵績(jī)效指標(biāo) ABSTRACTPerformance Management is the key content of human resources management, it determines the human resources management levels of enterprises. The ones that reformed were deepened gradually with the electric power market, the electricity power enterprise is fierce gradually in petition, In the long term, its human resources management level determines the key petitiveness of this enterprise in certain respect. According to analysis of current situation to electricity power enterprise, This text bines the characteristic of it, put forward a set of system of performance management suitable for electricity power enterprise of our country. Following the simple and practical principle, use the management theory of human resources to carry on the reform of system of performance management of the plete set to enterprises, our focal point is on personal performance design, perfect enterprise personal performance system to assess. Have realized the bination of the personal performance and department39。 22：月度考核 23：目標(biāo)管理法 23：部門(mén)主任評(píng)價(jià)工作業(yè)績(jī)，被考核者進(jìn)行工作態(tài)度事實(shí)記錄 23 23：崗位職責(zé)的完成情況。但是，垂直一體化壟斷經(jīng)營(yíng)的體制越來(lái)越不適應(yīng)市場(chǎng)經(jīng)濟(jì)的要求和多元投資主體的新形勢(shì)，現(xiàn)行的電力體制已經(jīng)不能適應(yīng)建立社會(huì)主義市場(chǎng)經(jīng)濟(jì)體制的要求。12月29日，包括國(guó)家和南方兩大電網(wǎng)公司、五大發(fā)電集團(tuán)正式掛牌?！皬S網(wǎng)分開(kāi)”，逐步實(shí)行“競(jìng)價(jià)上網(wǎng)”，健全電價(jià)機(jī)制的電力體制改革進(jìn)入了實(shí)施階段。此次電力體制改革是建國(guó)以來(lái)電力行業(yè)最大的一次變革，因此其影響也將是深遠(yuǎn)的。電力行業(yè)的重新洗牌意味著新的市場(chǎng)格局的形成。各企業(yè)都應(yīng)當(dāng)按照建立現(xiàn)代企業(yè)制度的基本要求，抓緊公司化改制工作，建立和完善法人治理結(jié)構(gòu)，切實(shí)轉(zhuǎn)變經(jīng)營(yíng)機(jī)制，優(yōu)化組織結(jié)構(gòu)，精簡(jiǎn)管理層次，深化企業(yè)內(nèi)部勞動(dòng)、人事和分配制度改革，建立科學(xué)的激勵(lì)與約束機(jī)制，做到產(chǎn)權(quán)明晰、權(quán)責(zé)明確、政企分開(kāi)、管理科學(xué)。電力行業(yè)重新洗牌，電力系統(tǒng)的資本運(yùn)作必將迎來(lái)大發(fā)展。一些規(guī)模擴(kuò)張能力強(qiáng)、具有財(cái)務(wù)實(shí)力的發(fā)電企業(yè)將有機(jī)會(huì)獲得規(guī)模擴(kuò)張的機(jī)會(huì)。所以，及早作好人力資源整合改革工作，對(duì)于提高發(fā)電企業(yè)的競(jìng)爭(zhēng)力，是一項(xiàng)非常重要的舉措。在企業(yè)戰(zhàn)略實(shí)施中，組織結(jié)構(gòu)是形，人力資源管理是魂。首先，績(jī)效管理所提供的信息有助于企業(yè)判斷應(yīng)當(dāng)做出如何晉升、如何實(shí)行按勞分配等方面的決策。而這又使得管理者及其下屬人員有機(jī)會(huì)通過(guò)制定計(jì)劃來(lái)克服在工作績(jī)效管理過(guò)程中所揭示出來(lái)的那些低效率行為，同時(shí)還可以幫助管理者們強(qiáng)化下屬人員已有的正確行為。總之，績(jī)效管理系統(tǒng)有三個(gè)作用：（1）可以引導(dǎo)和激勵(lì)員工的行為趨向于組織的目標(biāo)。（2）可以約束和監(jiān)督員工行為以確保組織的目標(biāo)得以實(shí)現(xiàn)。（3）能夠?yàn)槿肆Y源管理實(shí)踐提供決策的信息和數(shù)據(jù)，以準(zhǔn)確評(píng)估為基礎(chǔ)的加薪、培訓(xùn)、晉升、調(diào)職和降級(jí)等實(shí)踐活動(dòng)會(huì)更具有公平性，可以極大地提高員工的土氣。許多西方發(fā)電企業(yè)已經(jīng)進(jìn)行了電力市場(chǎng)體制的改革，發(fā)、輸、配、售的模式已經(jīng)基本形成，但是縱觀世界范圍內(nèi)的發(fā)電企業(yè)，仍舊處在電力市場(chǎng)改革的摸索狀態(tài)。正如前文所說(shuō)，我們發(fā)電企業(yè)剛剛進(jìn)行了初步改革的嘗試，剛剛形成競(jìng)爭(zhēng)的電力市場(chǎng)格局，但隨著這種格局的深入發(fā)展，每家發(fā)電企業(yè)所面臨的競(jìng)爭(zhēng)將越來(lái)越激烈，殘酷的競(jìng)爭(zhēng)將對(duì)每一家發(fā)電企業(yè)帶來(lái)巨大的挑戰(zhàn)。當(dāng)競(jìng)爭(zhēng)發(fā)展到一定階段，固定成本沒(méi)有下降的空間時(shí)，人力成本的降低將會(huì)是必然的趨勢(shì)。西方發(fā)達(dá)國(guó)家發(fā)電企業(yè)部分已經(jīng)實(shí)施了電力體制上的改革，基本上發(fā)電與輸電、售電是相分開(kāi)的。基本上已經(jīng)設(shè)計(jì)出了適合自身特點(diǎn)的以戰(zhàn)略為導(dǎo)向的績(jī)效管理體系，從制定正確的戰(zhàn)略入手，將戰(zhàn)略目標(biāo)進(jìn)行分解，結(jié)合企業(yè)的特點(diǎn)，選取出的績(jī)效考核指標(biāo)以及制定出的考核標(biāo)準(zhǔn)