【作者】 田勇；

【导师】 刘冰；

【作者基本信息】 山东大学 ， 工商管理（专业学位）， 2015， 硕士

【摘要】 近年以来,供电企业为适应内外环境的不断变化,持续推进创新发展进程,不断强化企业内部人力资源管理,积极探索构建科学合理的绩效管理体系,先后开展了企业负责人业绩考核、全员绩效管理等工作,通过不断完善绩效管理制度体系,强化激励约束导向,全方位评价员工绩效,激发员工工作活力,促进员工个人成长和企业持续、健康、快速发展。为加快推进“两个转变”,国家电网公司统筹开展“三集五大"体系建设工作,优化管理模式及链条,构建横向专业协同、纵向集约管控的管理体系。作为公司终端执行单元的一线班组,是企业发展战略及各项工作任务的落脚点,在企业发展中起到战斗堡垒作用。适逢供电企业改革攻坚时期,对于一线班组的规模、职责、运行模式都提出了新要求,因此需对现有的一线班组管理模式,特别是绩效管理体系,进行改进研究,以加快实现一线班组对企业变革的协调适应发展。本文立足于供电公司一线员工绩效管理体系,以J供电公司生产、营销一线班组员工为研究对象,开展了公司一线员工绩效管理工作调研,运用相关绩效管理专业理念,从绩效组织体系、考核指标体系、评价体系、结果应用体系、过程监控体系五个子体系入手,对一线班组员工的绩效管理模式进行了进一步优化设计。绩效组织机构方面,进一步优化主体责任关系,理清职责分工；绩效考评指标方面,开展工作分析,建立典型岗位绩效指标库,建立“积分制"考评模式和五大标准库；绩效考评流程方面,建立适配“积分制”考评流程,优化简化绩效考评业务链条；绩效结果应用方面,建立员工绩效积分制度,将绩效结果广泛应用到员工调配、培训开发等方面；绩效过程监控方面,采取系统监控与实时通报方式,建立对绩效考评工作的考评。通过对一线班组员工绩效管理体系的优化设计,研究适应企业和员工共同发展的管理考核模式,积极调动一线人员工作主动性和积极性,进一步发挥绩效管理的激励、约束、导向作用。本文主要创新点为以建立一线员工“积分制”考评模式为主线,对现行绩效管理体系进行系统优化调整,以进一步适应一线员工管理实际,有效解决绩效管理体系在一线班组末端融合不畅、绩效管理激励约束作用不明显等问题,缓解管理“两头薄弱”的矛盾,以适应公司“三集五大”体系下的战略发展和变革,实现员工和企业的共同发展。更多还原

【Abstract】 In recent years, in order to adapt the changing internal and external environment, power supply enterprises keep promoting the process of innovation, improving internal human resource management, exploring to construct a correct and compatible performance management system, they launched several campaigns successively including performance appraisal for leaders of the enterprise, performance management for all worker, through constantly improving performance management system, strengthening incentive-oriented management, evaluating all workers’ performance comprehensively, it stimulates workers’ incentives to work and also promotes every individual worker’s personal growth, and promotes a sustained, healthy and rapid development of enterprises.To promote the "two changes", National Grid starts working on constructing the so-called "three-five" system, it compresses the management chain, constructs the intensive, flat and professional management system. As frontline teams in the ultimate execution unit of the company, they are the foothold for the enterprise’s development strategy and other various tasks, so they play the role of fighting bastions in the development of the enterprise. At the critical moment of the reform of power-supply enterprises, it raises many new challenges for the frontline teams in terms of their scale, obligation, and operation mode. Therefore, it is needed to further analyze frontline teams’management modes, especially its performance management system, and how to improve them, in order to accelerate the developing process of frontline teams in coordination with the reform to the enterprise.This paper is based on the management system of the frontline workers, taking workers of the frontline teams working in J power supply firm’s production and marketing business as objects of the research. It launches an investigation into the frontline workers’ performance management system, by applying the philosophy of performance management, it further optimizes the frontline workers’ performance management system in term of the following five sub-systems, i.e., organizational performance, assessment index, evaluation, results application, process monitor. In the aspect of the organizational performance, we further optimize the relationships among the main bodies of the responsibilities, and further clarify the division of the responsibilities; in the aspect of the assessment index, we analyze the nature of works, set up a database for typical performance indexes, establish scoring assessment mode and five standard databases; in the aspect of assessment process, we establish the ad aption "scoring" process, optimize and simplify the chain of evaluating process; in the aspect of performance results applications, we construct worker performance scoring system and apply their performance results to the arrangement of work transfer, training and development, etc; in the aspect of performance process monitor, we establish performance appraisal review by adopting systematic monitoring with real-time notification. Through optimizing the design on the frontline teams’performance management, we analyze a evaluation management mode that is compatible with the development of the firm and its employees, motivating frontline workers’ incentive to work and further develop the function of performance management on motivation, discipline and guidance.The main innovation points of this paper are that, by focusing on establishing frontline workers’scoring assessment mode, we propose some adjustments which optimize the current performance management system to be further adapted to the practice of frontline worker management, and solve the obvious problems such as the end-incompatibility of the frontline unit team, ineffectiveness of the performance management, etc, and ease the contradiction of the "two-ends weakness" in management in order to be adapted to the strategic developments and changes of the firm under its "three-five" system and, at the same time, to achieve an development of the both the employees and the enterprise.更多还原