發(fā)電企業(yè)績(jī)效管理制度研究與方案設(shè)計(jì)

1、分類號(hào)： 學(xué)校代碼：10079 密級(jí)：華 北 電 力 大 學(xué) 碩 士 學(xué) 位 論 文題 目：發(fā)電企業(yè)績(jī)效管理制度研究與改革方案設(shè)計(jì)英 文 題 目：The performance management system of electricity power enterprise studies and reforms conceptual design研究生姓名：陳子波 專業(yè)：技術(shù)經(jīng)濟(jì)及管理研 究 方向：人力資源管理導(dǎo) 師 姓名：何永貴 職稱：教授論文提交日期：2003年12月26日 華 北 電 力 大 學(xué)華 北 電 力 大 學(xué)碩 士 學(xué) 位 論 文 摘 要 論文題目： 發(fā)電企業(yè)績(jī)效管理制度研究

2、與改革方案設(shè)計(jì)研究生姓名： 陳子波 專業(yè)： 技術(shù)經(jīng)濟(jì)及管理研究方向： 人力資源管理導(dǎo)師姓名： 何永貴 職稱：教授2003年12月26日發(fā)電企業(yè)績(jī)效管理制度研究與改革方案設(shè)計(jì)隨著電力體制改革的全面深入展開,發(fā)電企業(yè)面臨“廠網(wǎng)分開、竟價(jià)上網(wǎng)”的競(jìng)爭(zhēng)格局，充分作好人力資源整合工作對(duì)提高企業(yè)的競(jìng)爭(zhēng)力是一項(xiàng)非常重要的舉措。其中，績(jī)效管理是人力資源管理中的核心部分，是提高企業(yè)人力資源管理水平的一項(xiàng)重要的內(nèi)容。本文通過(guò)對(duì)西方發(fā)達(dá)國(guó)家發(fā)電企業(yè)和國(guó)內(nèi)發(fā)電企業(yè)的比較研究與分析，提出了適合我國(guó)發(fā)電企業(yè)改革的考核設(shè)計(jì)方案。本文主要研究?jī)?nèi)容：從戰(zhàn)略的角度對(duì)發(fā)電企業(yè)的績(jī)效考核工作進(jìn)行分析、以系統(tǒng)的觀點(diǎn)對(duì)企業(yè)的考核制度進(jìn)行

3、優(yōu)化設(shè)計(jì)，將原先的部門考核與個(gè)人績(jī)效考核相結(jié)合，重點(diǎn)完善了發(fā)電企業(yè)二次分配制度。本文基于大型發(fā)電企業(yè)集團(tuán)直屬的一線單位發(fā)電廠的基礎(chǔ)性研究，進(jìn)而從最基本的單元清楚地了解到發(fā)電行業(yè)的整體績(jī)效管理現(xiàn)狀，形成了“績(jī)效”=“結(jié)果+過(guò)程” 的設(shè)計(jì)思路。最終作者設(shè)計(jì)出了一套以結(jié)果考核和過(guò)程考核相結(jié)合的一種考核方式，改進(jìn)了原來(lái)發(fā)電企業(yè)僅進(jìn)行結(jié)果考核的現(xiàn)狀。1發(fā)電企業(yè)績(jī)效管理現(xiàn)狀研究通過(guò)對(duì)若干家電廠進(jìn)行了實(shí)地的考察以及資料的分析情況看，這些電廠目前基本都是采用如下考核機(jī)制：領(lǐng)導(dǎo)班子的三項(xiàng)責(zé)任制考核（資產(chǎn)經(jīng)營(yíng)目標(biāo)責(zé)任制考核、安全生產(chǎn)責(zé)任制考核、黨風(fēng)廉政及精神文明建設(shè)考核）。這樣的機(jī)制，一方面應(yīng)該充分肯定多年來(lái)落實(shí)

4、考核工作中所取得的成績(jī)，另一方面我們經(jīng)過(guò)全面研究電廠績(jī)效管理體系和廣泛訪談?wù){(diào)查后認(rèn)為，電廠現(xiàn)行的績(jī)效管理體系面對(duì)市場(chǎng)經(jīng)濟(jì)環(huán)境的變化尚存在有待改進(jìn)的諸多問(wèn)題，需要消除由此產(chǎn)生的諸多負(fù)面效用。電廠目前所進(jìn)行的績(jī)效考核，只是績(jī)效管理中的一個(gè)環(huán)節(jié)，并沒(méi)有系統(tǒng)的從提高企業(yè)績(jī)效的角度來(lái)改善企業(yè)考核體系。幾方面的考核工作或者是獨(dú)立開展，或者是并行，導(dǎo)致各項(xiàng)考核工作在時(shí)間及內(nèi)容出現(xiàn)重疊甚至沖突，造成管理成本浪費(fèi)；而且，占用員工大量工作時(shí)間極易引起抵觸情緒，不利于工作的有效開展。電廠現(xiàn)行上級(jí)考核下級(jí)的單方面的縱向考核，存在著監(jiān)督機(jī)制缺位的問(wèn)題。監(jiān)督機(jī)制的存在主要是防止和糾正人為因素（如人際關(guān)系）等非考核因素對(duì)考

5、核過(guò)程和結(jié)果的影響，以保證考核的客觀性、公正性。建立完善監(jiān)督機(jī)制的同時(shí)，還需要配套建設(shè)考核結(jié)果申訴機(jī)制，接受處理職工對(duì)考核的申訴，并對(duì)不合理的考核結(jié)果進(jìn)行調(diào)整。部門考核相對(duì)較為完善，但指標(biāo)的選取缺乏規(guī)范?，F(xiàn)行指標(biāo)的選取并不是由上下級(jí)溝通制定，而是單項(xiàng)流程，導(dǎo)致指標(biāo)沒(méi)有達(dá)到按照關(guān)鍵績(jī)效指標(biāo)的原則進(jìn)行選取，不能很好的支持企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。電廠目前不論是進(jìn)行部門考核、還是班組考核都是屬于部門考核的范疇，而個(gè)人考核都是直接上級(jí)根據(jù)下級(jí)的工作情況、與同事、上級(jí)的關(guān)系情況進(jìn)行考核，而沒(méi)有明確的標(biāo)準(zhǔn)，隨意性較強(qiáng)，導(dǎo)致員工對(duì)考核工作意見很大?？己说闹饕饔脩?yīng)該是發(fā)現(xiàn)問(wèn)題并及時(shí)采取有效措施來(lái)加以解決，進(jìn)而避免

6、產(chǎn)生問(wèn)題，最終目的是調(diào)動(dòng)職工工作積極性、改善工作行為與組織目標(biāo)相吻合，提高工作績(jī)效。從這一目的出發(fā)，考核應(yīng)該更加重視過(guò)程，而不能過(guò)分強(qiáng)調(diào)結(jié)果以及結(jié)果的使用；當(dāng)然，如果過(guò)于忽視結(jié)果的使用，也會(huì)使考核者和被考核者不重視考核過(guò)程、達(dá)不到考核的目的。從考核體系看，由于不能完全落實(shí)，考核只是為了員工的獎(jiǎng)金分配，因此并不能體現(xiàn)對(duì)員工的激勵(lì)。2.績(jī)效考核制度設(shè)計(jì)思路：計(jì)路徑根據(jù)對(duì)諸多家電廠考核制度的調(diào)研發(fā)現(xiàn)，目前發(fā)電企業(yè)“部門考核制度”相對(duì)較為完善，但考核仍不到位關(guān)鍵是因?yàn)椴块T內(nèi)部考核工作沒(méi)有依據(jù)可循，也就是說(shuō)，電廠目前基本上都沒(méi)有個(gè)人考核。根據(jù)這一特點(diǎn)，我們認(rèn)為發(fā)電企業(yè)績(jī)效考核制度設(shè)計(jì)的重點(diǎn)是個(gè)人績(jī)效考核

7、。2.2 考核方案設(shè)計(jì)要求績(jī)效考核方案是實(shí)施績(jī)效管理的可操作方案。一個(gè)良好的考核方案需要滿足以下幾項(xiàng)要求：（1）全面、簡(jiǎn)單與有效；（2）明確與具體；（3）一致與可靠；（4）客觀與公正；（5）參與和公開。2.3設(shè)計(jì)基本程序：績(jī)效管理制度設(shè)計(jì)的最根本原則是支持企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。首先，從了解企業(yè)的戰(zhàn)略發(fā)展目標(biāo)以及業(yè)務(wù)重點(diǎn)入手，對(duì)各崗位進(jìn)行工作分析，設(shè)計(jì)出每個(gè)崗位的工作說(shuō)明書；接著對(duì)所搜集上來(lái)的崗位進(jìn)行分層分類，這樣可以區(qū)分出各崗位之間的工作性質(zhì)，針對(duì)各崗位之間的不同點(diǎn)，設(shè)計(jì)職業(yè)發(fā)展通道；然后針對(duì)不同類的員工分別設(shè)計(jì)考核流程、考核指標(biāo)、考核標(biāo)準(zhǔn)、考核周期等；最后設(shè)計(jì)考核的組織與實(shí)施過(guò)程，以及結(jié)果運(yùn)用

8、方式。最終形成一種績(jī)效改進(jìn)的效果，因?yàn)榭?jī)效改進(jìn)才是績(jī)效考核的最終目的。這樣，我們就完成了整體的考核方案。3考核設(shè)計(jì)方案發(fā)電企業(yè)考核體系特點(diǎn)幾乎每一家發(fā)電企業(yè)都十分重視對(duì)安全生產(chǎn)的考核，在幾十年的工作中總結(jié)了相當(dāng)細(xì)致的安全考核條例，也十分符合發(fā)電企業(yè)性質(zhì)的需要。所以，我們把電廠考核體系分為安全生產(chǎn)行為規(guī)范考核和崗位工作績(jī)效考核（包括平時(shí)考核和年度綜合評(píng)價(jià)）兩個(gè)維度構(gòu)成，這也是與其他類型企業(yè)考核不同之處。安全生產(chǎn)行為規(guī)范考核，在電廠已經(jīng)實(shí)行了若干年也比較完善，每個(gè)電廠都有統(tǒng)一的安全生產(chǎn)經(jīng)濟(jì)獎(jiǎng)懲管理規(guī)定。這項(xiàng)規(guī)定是電力企業(yè)經(jīng)過(guò)數(shù)十年的探索形成的相當(dāng)完整的、操作性很強(qiáng)的考核制度。我們認(rèn)為按照現(xiàn)行安全生

9、產(chǎn)行為規(guī)范考核是可行有效的。人員分類分層是企業(yè)人力資源管理的基礎(chǔ)，也是考核有效實(shí)施的基礎(chǔ)性環(huán)節(jié)。根據(jù)各個(gè)部門在實(shí)現(xiàn)電廠整體目標(biāo)中發(fā)揮的作用不同，將部門內(nèi)員工橫向分為三類：生產(chǎn)類、管理職能類、輔助服務(wù)類。依據(jù)各個(gè)崗位的管理層級(jí)差別，縱向分為：部門管理者、班組負(fù)責(zé)人、一般員工三個(gè)層級(jí)，并據(jù)此建立三級(jí)考核體系。我們對(duì)三層三類人員分別進(jìn)行考核制度的設(shè)計(jì)。每一項(xiàng)考核方案都是根據(jù)其工作特點(diǎn)、選用不同考核方法、考核周期、考核主體等予以設(shè)計(jì)，。4績(jī)效管理制度改革效果分析及啟示我們?cè)趯?duì)績(jī)效管理制度的改革完善過(guò)程中，許多客戶也提到了這樣的問(wèn)題：制度的完善到底對(duì)企業(yè)的效益有多大的提升？ 本文曾經(jīng)試探著用有無(wú)對(duì)比的方

10、法以及其他的評(píng)價(jià)方法來(lái)做，但可靠性不強(qiáng)，缺乏說(shuō)服力。本文試探著采用博弈分析的方法，對(duì)改革的效果進(jìn)行分析，效果也不十分明顯，只是談出了個(gè)人對(duì)考核的一點(diǎn)啟示。即關(guān)于這個(gè)問(wèn)題的回答，只能通過(guò)另外一種方式，也就是說(shuō)企業(yè)各個(gè)層面包括廠領(lǐng)導(dǎo)、中層領(lǐng)導(dǎo)、以及大部分員工，對(duì)績(jī)效管理制度的改革完善給予企業(yè)的助推力和防止滑坡的作用得到大多數(shù)人的認(rèn)定，我們就可以認(rèn)為制度的建立和完善對(duì)企業(yè)是有效的。更何況現(xiàn)實(shí)中的海爾集團(tuán)OEC績(jī)效管理模式，為什么能夠激活一個(gè)又一個(gè)“休克魚”就是最有利的回答！ABSTRACT OF GRADUATE THESIS OF NORTH CHINA ELECTRICPOWER UNIVERS

11、ITYTHESIS TOPIC：The performance management system of electricity power enterprise studies and reforms conceptual designAUTHOR： Chen Zibo TUTOR：He YongguiSPECIALTY：Technological Economy and ManagementDIRECTION： Human Resources Management December 26,2003The performance management system of electricit

12、y power enterprise studies and reforms conceptual design With the launching overall and deeply of system reform of electric power, already the strong competition pattern has appeared in the electricity power enterprise. Finish human resources reform work, for improving the competitiveness of the ele

13、ctricity power enterprise, It is a very important action. It is a key part in the human resources management that the performance is managed, improve an essential reform content of current situation of enterprises human resources management. This text passes the investigation and research of the wes

14、tern electricity power enterprise of developed country and domestic electricity power enterprise directly or indirectly, Have put forward the plan of design of examination of the suitable national reform of electricity power enterprise. Main research contents of this text: It performance in electric

15、ity power enterprise examine work analyse in terms of strategy, Carry on reform with view system to assess in enterprise of system , examine and examines and combine together original department with the individual performance, Perfect the distribution system two times of electricity power enterpris

16、e especially. 1、Manage the current situation to study in a performance of electricity power enterpriseThrough go on observation and collection of the materials on the spot to several electrical home appliances factory, We find that these power plants all adopt the following mechanism of examining ba

17、sically at present at present: Namely three responsibility system of leading group examine(assets management target responsibility system examine, system of responsibility in safe production examine, Party conduct clean government and construction of spiritual civilization examine). Affirm fully pow

18、er plant implement while examining score that work make for many years, We think after study the performance management system of power plant and interview investigation extensively all-sidedly, Power plant current performance management system a great deal of issues have , and a lot of negative uti

19、lity has produced from this.What power plant carry on at present but performance examine, performance a link of management, Have a systematic one from improve enterprise angle of performance improve the system of examining of enterprises. Several examination work of respect launch independently , ru

20、n side by side , cause every examination work overlap even conflict in the time and content , Causing and manage the cost wastes; And take a large number of very much easy to cause staffs resentment working time, Do not benefit the effective development of the work .Power plant current higher author

21、ities examine subordinate one-sided vertical examination, the a question that examination have the supervision mechanism omission. Chief value that supervision mechanism exist to prevent and correct human factor( such as interpersonal relationships),etc. not to examine factor to examine course and i

22、nfluence of result, Objectivity, fairness guaranteed to examine . While setting up supervision mechanism of perfecting, need and form a complete set and build result of appraisal appeal the mechanism, Accept and deal with the worker to the appeal that is examined , and adjust the unreasonable result

23、 of appraisal.It is comparatively perfect for department to examine, but the index chooses the standard of lacking. The choosing of the index is not made by the superior and the subordinate communication, but it is the individual event procedure, Cause index reach and choose according to key perform

24、ance principle of index, Realization of enterprises strategic objective of support that it cant be very good.Power plant carry on department examine or teams and groups it examines to be categories that departments examine at present, And individual it examines to be direct higher authorities accord

25、ing 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 complaints.Main function that examine should pinpoint the problems and take measures and come and solve,

26、And then avoid question of producing, the final purpose is to shift workers enthusiasm of working, Improve the working behavior, improve the working performance. Proceed from this purpose , examine and should add and pay attention to course is but cant excessive to emphasize result and use of result

27、 even more; Besides, ignore use of result overly , will make person who examine and person examined pay attention to course of examining, Cant achieve the goal of examining either. By the look of every system examined, every system cant be totally implemented either, all examination, just for the di

28、stribution of the staffs bonus, Can not reflect the encouragement to the staff .2、performance system to assess mentality of designing:2.1 wholes mentality of designingAccording to a lot of investigation and research of system to assess, factory of electrical home appliances, we find electricity powe

29、r enterprise department system to assess comparatively perfect at present, Examine key because department examine work have basis can be followed incompletely, That is to say power plant have individual examine basically at present. According to this characteristic, we think that the focal point of

30、examining system design of the performance of electricity power enterprise is that the personal performance is examined .2.2 Examine the designing requirement of schemesPerformance manage scheme to implement performance management but operation scheme. The focal point of the scheme is to examine sch

31、emes. 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)obje

32、ctive with participating in just(5)ly and make2.3 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 ent

33、erprises and business focal point; Carry on to every post work analyses, design each work manual of post. Then to collect post that come up go on and divide layers of classification, so can distinguish and happen working nature of all post, To the difference between every post, design the job and de

34、velop the passway. Direct against similar staff design procedure of examining, examine the index, assessment criteria, examining cycle,etc. separately. Design the organization that examines and implementation course finally, and the result uses the way. Final everything relevant to improve on perfor

35、mance, because performance it improves to be only the final purpose that a performance is examined. In this way, we finish the examination scheme of the whole .3、examines the plan of design3.1 electricity power enterprises examine the overall introduction of the systemBecause nearly every electricit

36、y power enterprise attaches great importance to the examination to the safety in production at present, Have summarized quite careful security examination regulations in the work of decades, Meet enterprises needs very much, so we examine power plant system divide into safety in production behaviour

37、al norm examine and examine ( including examining with annual comprehensive appraisal at ordinary times), two link degree form, this examine different places with other type enterprise too, Special place. 3.2 The behavioral norm of safety in production is examinedThe behavioral norm of the safety in

38、 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 thro

39、ugh 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.Post working achievement examine and go on and divide layer classified and managedPersonnel classify divide lay

40、er 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

41、, management functions, assisting the serving type. Basis each administration and supervision authorities grades of difference of post, vertical to divide 3 each into: Departments administrator, directors of teams and groups, general staff. Set up the tertiary system of examining in view of the abov

42、e. We carry on the design of the system to assess to three floors and three kinds of personnel separately. Every examination scheme to design according to working characteristic their , select different examination method, examine cycle, examine subject,etc. for use.4、The management system of the pe

43、rformance reforms the result analysis and enlightenmentWe in the course of making the perfection of the system, a lot of customers have referred to such question too: What size does the perfection of the system have to the benefits of enterprises on earth promotion? About this question, we have no i

44、dea to answer directly, can only pass another way , That is to say and include factory leader, middle level leader, and most staff pass to project approval of itself, From thinking the perfection of the system beneficial to enterprises subjectively, through such a direction which most people assert,

45、 We can think that the setting-up and perfection of the system are helpful to enterprises .I sound out and make with method and other appraisal methods that compare with once, Not basically very feasible, there is no convincingness. This text sound out and adopt the way of playing chess and analyses

46、, result in reform analyses, The result is not very obvious either, have just talked about any views to examining of the individual.摘 要績(jī)效管理是人力資源管理的核心內(nèi)容，它決定著企業(yè)的人力資源管理水平。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。本文通過(guò)對(duì)發(fā)電企業(yè)績(jī)效管理現(xiàn)狀的分析，結(jié)合發(fā)電企業(yè)的特點(diǎn)，提出了一套適合我國(guó)發(fā)電企業(yè)特點(diǎn)的績(jī)效管理體系。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)

47、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。這對(duì)我國(guó)目前發(fā)電企業(yè)開展有效的績(jī)效管理具有重要的指導(dǎo)意義和應(yīng)用價(jià)值。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 dee

48、pened gradually with the electric power market, the electricity power enterprise is fierce gradually in competition, In the long term, its human resources management level determines the key competitiveness of this enterprise in certain respect. According to analysis of current situation to electric

49、ity power enterprise, This text combines 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 syst

50、em of performance management of the complete set to enterprises, our focal point is on personal performance design, perfect enterprise personal performance system to assess. Have realized the combination of the personal performance and departments performance. It has important directive significance

51、 to electricity power enterprise on effective performance management.Chen Zibo(Technological Economy and Management)Directed by prof. He YongguiKEY WORDS: Performance, Performance Management, KPI目 錄中文摘要英文摘要第一章 緒論1研究的背景與意義1我國(guó)電力市場(chǎng)改革的現(xiàn)狀1績(jī)效管理在人力資源管理中的作用1該領(lǐng)域內(nèi)最新成果和發(fā)展動(dòng)態(tài)2西方國(guó)家發(fā)電企業(yè)與我國(guó)發(fā)電企業(yè)研究概況及對(duì)比2西方國(guó)家發(fā)電企業(yè)的概況2我

52、國(guó)發(fā)電企業(yè)概況2西方發(fā)達(dá)國(guó)家發(fā)電企業(yè)與我國(guó)發(fā)電企業(yè)績(jī)效管理現(xiàn)狀及對(duì)比2第二章 概念界定4發(fā)電企業(yè)4績(jī)效4“績(jī)效”=“完成了工作任務(wù)”4“績(jī)效”=“結(jié)果”加“產(chǎn)出”4“績(jī)效”=“行為”4“績(jī)效”=“結(jié)果+過(guò)程”5“績(jī)效”=“做了什么（實(shí)際收益）+能做什么（預(yù)期收益）”5績(jī)效管理5績(jī)效管理是管理者和員工就工作目標(biāo)與如何達(dá)成目標(biāo)達(dá)成共識(shí)的過(guò)程6績(jī)效管理的程序包括計(jì)劃/目標(biāo)、輔導(dǎo)/教練、考核/檢查、回報(bào)/反饋四個(gè)循環(huán)6績(jī)效管理與績(jī)效考核的區(qū)別7第三章 發(fā)電企業(yè)績(jī)效管理現(xiàn)狀研究9總體評(píng)價(jià)9目前電廠績(jī)效管理現(xiàn)狀分析9績(jī)效管理目標(biāo)錯(cuò)位9考核缺乏標(biāo)準(zhǔn)化的參照系指導(dǎo)9考核“政出多方”，缺乏規(guī)范的組織管理10工作

53、任務(wù)考核相對(duì)薄弱，缺乏規(guī)范的目標(biāo)管理10缺乏足夠的雙向溝通，不利于提高員工自我管理意識(shí)和整體績(jī)效10沒(méi)有層層分解企業(yè)目標(biāo)，工作任務(wù)考核難以服務(wù)于電廠整體業(yè)績(jī)的提高10簡(jiǎn)單分派安全生產(chǎn)責(zé)任制考核目標(biāo)，無(wú)法實(shí)現(xiàn)管理目的11簡(jiǎn)單區(qū)分工作任務(wù)的重要程度，難以滿足考核評(píng)級(jí)的準(zhǔn)確性要求11缺乏考核的監(jiān)督、申訴機(jī)制11考核過(guò)于強(qiáng)調(diào)扣罰為主的負(fù)強(qiáng)化11只有部門考核，缺乏個(gè)人考核，導(dǎo)致二次分配時(shí)考核流于形式，隨意性較強(qiáng)123.2.6 考核目的不夠明確，忽視考核過(guò)程12第四章 績(jī)效管理方案設(shè)計(jì)的思想體系13績(jī)效管理體系整體設(shè)計(jì)思路13績(jī)效管理方案的設(shè)計(jì)要求13全面和有效13明確與具體13一致與可靠13客觀與公正1

54、3參與與公開14設(shè)計(jì)考核方案的具體思路14對(duì)中高級(jí)管理人員采用目標(biāo)管理評(píng)價(jià)法14其他從事常規(guī)性工作的人員采用工作標(biāo)準(zhǔn)法14重視自我評(píng)價(jià)14將考核內(nèi)容分為工作業(yè)績(jī)考核和工作態(tài)度考核兩部分，以業(yè)績(jī)考核為主14短期考核與長(zhǎng)期（年度）考核相結(jié)合15建立考核的監(jiān)督機(jī)制15建立考核的調(diào)整機(jī)制15設(shè)計(jì)績(jī)效管理體系思路的基本程序15了解企業(yè)的戰(zhàn)略發(fā)展目標(biāo)以及業(yè)務(wù)重點(diǎn)16以工作分析為基礎(chǔ)，設(shè)計(jì)崗位說(shuō)明書16對(duì)員工進(jìn)行分層分類，設(shè)計(jì)職業(yè)發(fā)展通道16針對(duì)不同員工設(shè)計(jì)考核流程，考核方法的選擇17確定績(jī)效考核指標(biāo)，即KPI設(shè)計(jì)17確定績(jī)效考核目標(biāo)18績(jī)效考核的組織與實(shí)施19績(jī)效結(jié)果應(yīng)用19績(jī)效改進(jìn)輔導(dǎo)19第五章 考核設(shè)

55、計(jì)方案20發(fā)電企業(yè)考核體系總體介紹20安全生產(chǎn)行為規(guī)范考核20崗位工作績(jī)效考核20安全生產(chǎn)行為規(guī)范考核20崗位工作業(yè)績(jī)考核進(jìn)行分層分類管理20平時(shí)工作業(yè)績(jī)考核21一級(jí)考核21考核內(nèi)容：部門工作目標(biāo)的完成情況21考核周期：季度考核22考核方法：目標(biāo)管理法22考核主體：廠領(lǐng)導(dǎo)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22二級(jí)考核22考核內(nèi)容：班組工作目標(biāo)的完成情況。22考核周期：月度考核23考核方法：目標(biāo)管理法23考核主體：部門主任評(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23三級(jí)考核23考核內(nèi)容：崗位職責(zé)的完成情況。23考核周期：月度考核23考核方法：工作標(biāo)準(zhǔn)法23考核主體：直接上級(jí)評(píng)價(jià)工作業(yè)績(jī)

56、，被考核者進(jìn)行工作態(tài)度事實(shí)記錄24年度綜合評(píng)價(jià)24一級(jí)考核24考核項(xiàng)目24考核項(xiàng)目的加權(quán)25考核方法25年度述職評(píng)議27劃分年度綜合評(píng)價(jià)等級(jí)27二級(jí)考核28考核項(xiàng)目28考核項(xiàng)目的加權(quán)28考核方法29考核的實(shí)施29劃分年度評(píng)價(jià)等級(jí)29三級(jí)考核29考核項(xiàng)目29考核項(xiàng)目的加權(quán)29考核方法29考核的實(shí)施29劃分年度綜合評(píng)價(jià)等級(jí)29工作目標(biāo)體系30目標(biāo)體系的建立30電廠目標(biāo)分解舉例31考核結(jié)果的應(yīng)用32平時(shí)工作業(yè)績(jī)考核結(jié)果是兌現(xiàn)績(jī)效工資的依據(jù)32安全生產(chǎn)行為規(guī)范考核結(jié)果在績(jī)效工資中扣罰32年度綜合評(píng)價(jià)用于調(diào)整工資32年度評(píng)優(yōu)33建立完善的溝通機(jī)制，及時(shí)反饋考核結(jié)果33考核能夠有效而順暢地實(shí)施需要建立良好

57、的溝通機(jī)制33重視考核結(jié)果的及時(shí)反饋，旨在強(qiáng)調(diào)結(jié)果反饋對(duì)績(jī)效改進(jìn)的作用34電廠考核設(shè)計(jì)體系中，充分體現(xiàn)溝通與反饋原則34健全考核的管理機(jī)構(gòu)，規(guī)范考核工作34建立績(jī)效考核的申訴、監(jiān)督機(jī)制34考核體系的評(píng)審和不斷改進(jìn)35第六章 績(jī)效管理制度改革效果分析及啟示36為什么需要績(jī)效管理體制改革：博弈分析模型36理論假設(shè)36模型構(gòu)建：36模型分析37如何有效率地進(jìn)行績(jī)效評(píng)價(jià)：成本收益模型38企業(yè)角度38員工角度39經(jīng)濟(jì)學(xué)分析的啟示40參 考 文 獻(xiàn)42致謝43附錄44在學(xué)期間的研究成果及發(fā)表的學(xué)術(shù)論文52第一章 緒論改革開放以來(lái)，我國(guó)電力工業(yè)發(fā)展迅速，有力地支持了國(guó)民經(jīng)濟(jì)的快速發(fā)展。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。根據(jù)黨中央對(duì)壟斷行業(yè)進(jìn)行改革的總體部署，國(guó)務(wù)院于2002年4月11日正式發(fā)布了電力體制改革的消息。12月29日，包括國(guó)