【摘要】：電力行業(yè)是電力交易、電力生產(chǎn)的市場(chǎng)主體,擔(dān)任為其他企業(yè)生產(chǎn)、人民群眾生活提供基礎(chǔ)和保障的任務(wù),具有不可替代的特殊意義。電網(wǎng)企業(yè)作為電力行業(yè)的重要組成部分,具有電力行業(yè)普遍具有的國(guó)家控制、技術(shù)資金密集性、產(chǎn)品具有特殊性的特點(diǎn)外,還具有絕對(duì)壟斷的特性。 電力行業(yè)目前正在實(shí)施變革,目標(biāo)是適度打破壟斷、有效引入競(jìng)爭(zhēng)、提高生產(chǎn)效率、降低企業(yè)成本。2002年將電力行業(yè)劃分為發(fā)電公司、電網(wǎng)公司和輔業(yè)公司。國(guó)家電網(wǎng)為最大的電網(wǎng)企業(yè),A區(qū)供電公司是其下屬公司,是一家縣級(jí)供電公司。在改制的道路上,發(fā)現(xiàn)績(jī)效管理是提高企業(yè)競(jìng)爭(zhēng)力的根本,而績(jī)效考評(píng)則是績(jī)效管理的重中之重。而中層管理人員作為企業(yè)的中堅(jiān)力量,其績(jī)效考評(píng)體系也成為企業(yè)績(jī)效考評(píng)的試金石。A區(qū)供電公司決定從其入手,進(jìn)行績(jī)效考評(píng)重構(gòu)試點(diǎn),不僅試圖改變中層管理人員的績(jī)效現(xiàn)狀,也想通過(guò)對(duì)其改革為試點(diǎn),來(lái)推行全公司的績(jī)效考評(píng)體系。 本文通過(guò)深入研究行業(yè)背景、分析研究的意義,并且對(duì)國(guó)內(nèi)外相關(guān)研究現(xiàn)狀進(jìn)行了比較,理清了研究思路；通過(guò)對(duì)績(jī)效考評(píng)相關(guān)概念,績(jī)效考評(píng)相關(guān)方法以及指標(biāo)體系的梳理后,得出了A區(qū)供電公司中層管理人員績(jī)效考評(píng)的思路,即以往的考評(píng)體系已經(jīng)不適應(yīng)公司的發(fā)展,制定符合企業(yè)發(fā)展的評(píng)價(jià)體系,就得重新構(gòu)建。 隨后,認(rèn)真的分析了A區(qū)供電公司的基本情況、人員的構(gòu)成以及中層管理人員績(jī)效考評(píng)現(xiàn)狀,并且進(jìn)行了詳細(xì)的現(xiàn)行績(jī)效考評(píng)體系調(diào)查,得出了現(xiàn)行績(jī)效考評(píng)體系中存在的問(wèn)題以及其原因。根據(jù)調(diào)查結(jié)果,重新構(gòu)建了A區(qū)供電公司中層管理人員的績(jī)效考評(píng)。以“平衡計(jì)分卡”作為設(shè)計(jì)的主體思路,認(rèn)真分析企業(yè)戰(zhàn)略并將其轉(zhuǎn)化為財(cái)務(wù)、內(nèi)部運(yùn)營(yíng)、客戶和學(xué)習(xí)成長(zhǎng)四個(gè)方面的目標(biāo)、標(biāo)準(zhǔn)、指標(biāo)和措施,建立考評(píng)體系框架。在選擇考評(píng)主體時(shí),運(yùn)用“360度績(jī)效考評(píng)法”的思路,廣泛選取。而在具體考評(píng)指標(biāo)的選定上,運(yùn)用“KPI績(jī)效考評(píng)法”,制定出符合公司要求的指標(biāo)。在幾種績(jī)效考評(píng)方法的基礎(chǔ)上,適當(dāng)改進(jìn)提高對(duì)縣級(jí)電網(wǎng)企業(yè)的實(shí)用性,最終提出更加適合A區(qū)供電公司的績(jī)效考評(píng)體系。
[Abstract]:The electric power industry is the market main body of the electric power transaction and the electric power production, which serves as the task of providing the foundation and guarantee for the production of other enterprises and the people's life, which is of irreplaceable special significance. As an important part of the power industry, power grid enterprises have the characteristics of national control, technical capital intensity, particularity and absolute monopoly in the power industry. At present, the power industry is implementing reforms, the goal is to moderately break the monopoly, effectively introduce competition, improve production efficiency and reduce enterprise costs. In 2002, the power industry was divided into power generation companies, power grid companies and auxiliary companies. State Power Grid is the largest power grid enterprise, A District Power supply Company is its subsidiary, is a county-level power supply company. On the road of reform, it is found that performance management is the foundation of improving the competitiveness of enterprises, and performance evaluation is the most important part of performance management. As the backbone of the enterprise, the performance evaluation system of the middle managers has also become the touchstone of the enterprise performance evaluation. A district power supply company decided to start with it and carry out the pilot project of performance evaluation and reconstruction. It not only tries to change the performance status of middle managers, but also wants to carry out the performance evaluation system of the whole company through the reform as a pilot project. In this paper, the background of the industry is deeply studied, the significance of the research is analyzed, and the relevant research status at home and abroad is compared, and the research ideas are clarified. Through the combing of the related concepts of performance evaluation, the related methods of performance evaluation and the index system, the idea of performance evaluation of middle managers in area A power supply company is obtained, that is, the previous evaluation system has not adapted to the development of the company. To formulate an evaluation system in line with the development of an enterprise, it must be rebuilt. Then, it carefully analyzes the basic situation of area A power supply company, the composition of personnel and the present situation of performance evaluation of middle managers, and carries on the detailed investigation of the current performance evaluation system. The problems existing in the current performance evaluation system and its causes are obtained. According to the survey results, the performance evaluation of middle managers in area A power supply company is rebuilt. Taking the "balanced scorecard" as the main idea of the design, the enterprise strategy is carefully analyzed and transformed into the goals, standards, indicators and measures of finance, internal operation, customer and learning growth, and the evaluation system framework is established. In the selection of the main body of evaluation, the use of "360-degree performance evaluation method" train of thought, widely selected. In the selection of specific evaluation indicators, the use of "KPI performance evaluation method" to formulate indicators in line with the requirements of the company. On the basis of several performance evaluation methods, we should improve the practicability of county-level power grid enterprises, and finally put forward a more suitable performance evaluation system for area A power supply companies.
【學(xué)位授予單位】：湖南師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.61;F272.92

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本文編號(hào)：2488354