【作者】 刘洋；

【导师】 龚荒；

【作者基本信息】 中国矿业大学 ， 工商管理（专业学位）， 2025， 硕士

【摘要】 在“双碳”目标和电力市场化改革的宏观背景下,火电企业的运营环境正经历深刻变革。“双碳”目标的推进,使火电企业在保障能源安全供应的同时,面临着巨大节能减排压力。同时电力市场化改革的持续深入,加剧了市场竞争。在这种复杂多变的环境下,企业内部管理的有效性成为决定其生存和发展的关键因素。对于火电企业而言,运行部作为核心生产单元,其绩效管理体系的科学性和有效性直接影响企业的生产效率、经济效益以及员工工作积极性和稳定性。然而,传统火电企业受体制惯性制约,普遍存在管理困境,在绩效管理方面问题尤为突出。因此,对H发电公司运行部绩效管理体系进行研究,不仅有助于解决H发电公司自身面临的管理困境,提升运营效率和市场竞争力,还能为整个火电行业在绩效管理方面提供有益参考和借鉴,推动行业在“双碳”目标下实现高质量发展。本研究以H发电公司运行部员工为研究对象,主要运用问卷调查法、访谈法等相关研究方法,对公司发展中运行部员工绩效管理体系予以综合分析。研究发现,运行部员工绩效管理存在考核指标及权重不科学、日常绩效监控不到位、绩效评价主体不够多元化、绩效考核结果应用单一等问题,这些问题严重影响员工积极性与企业发展。针对上述问题,制定了一系列优化策略。在绩效计划方面,重新划分岗位类别,细化各岗位考核指标,运用层次分析法科学设置岗位绩效权重,并完善考核标准。在绩效管理流程上,强化绩效辅导认知意识,优化绩效监控流程,明确绩效沟通渠道,构建闭环式管理。同时,完善绩效考核构成主体,运用层次分析法明确不同评价主体权重,优化绩效考核与评价。此外,加强绩效结果在岗位调整、培训开发、评先选优中的应用,充分发挥绩效考核的激励作用。为保障优化策略的有效实施,从多方面提供保障措施。组织制度上,构建“三级五维”组织架构,明确岗位职责边界,建立动态调整、申诉响应和数据溯源机制,并开展针对性培训。技术支撑方面,开发运行部绩效管理驾驶舱,集成实时看板、智能分析、移动应用和知识图谱等功能模块。文化资源上,实施“三航计划”,建立“三维资源池”,培育绩效导向生态。监督应急方面,构建“三位一体”监督体系,制定特殊工况应急预案,建立“红黄蓝”三色预警机制。持续改进方面,实施“PDCA+敏捷迭代”管理模型,建立知识管理系统。最后,分析了优化方案的预期实施效果。希望通过本研究能够提升H发电公司运行部的组织效能,激发员工活力,为火电企业绩效管理提供可借鉴的模式,助力发电企业在复杂市场环境和“双碳”目标下实现可持续发展,提升行业整体管理水平。更多还原

【Abstract】 Under the macro background of the"dual carbon"goals and the deepening of the power market reform,the operating environment of thermal power enterprises is undergoing profound changes.The advancement of the"dual carbon"goals requires thermal power enterprises to ensure energy security supply while facing significant pressure for energy conservation and emission reduction.At the same time,the continuous deepening of the power market reform has intensified market competition.In this complex and volatile environment,the effectiveness of internal management has become a key factor determining the survival and development of enterprises.For thermal power enterprises,the operation department,as a core production unit,its performance management system’s scientificity and effectiveness directly affect the enterprise’s production efficiency,economic benefits,and the enthusiasm and stability of employees.However,traditional thermal power enterprises,constrained by institutional inertia,generally face management difficulties,with problems in performance management being particularly prominent.Therefore,the research on the performance management system of the operation department of H Power Generation Company not only helps solve the management difficulties faced by H Power Generation Company itself,improve operational efficiency and market competitiveness,but also provides useful references and lessons for the entire thermal power industry in performance management,promoting the industry’s high-quality development under the"dual carbon"goals.This study takes the employees of the operation department of H Power Generation Company as the research object and mainly uses methods such as questionnaire surveys and interviews to conduct a comprehensive analysis of the performance management system of the operation department employees in the company’s development.The research finds that there are problems such as unscientific assessment indicators and weights,inadequate daily performance monitoring,insufficient diversity of performance evaluation subjects,and single application of performance assessment results in the performance management of operation department employees.These problems seriously affect the enthusiasm of employees and the development of the enterprise.In response to these problems,a series of optimization strategies have been formulated.In terms of performance planning,job categories are reclassified,assessment indicators for each position are refined,the performance weights of each position are scientifically set using the Analytic Hierarchy Process(AHP),and assessment standards are improved.In the performance management process,the awareness of performance coaching is strengthened,the performance monitoring process is optimized,performance communication channels are clarified,and a closed-loop management is constructed.At the same time,the composition of performance assessment subjects is improved,the weights of different evaluation subjects are clarified using the AHP,and performance assessment and evaluation are optimized.In addition,the application of performance results in job adjustments,training and development,and selection and commendation is strengthened to fully leverage the incentive role of performance assessment.To ensure the effective implementation of the optimization strategies,multiple guarantee measures are provided.In terms of organizational systems,a"three-level five-dimensional"organizational structure is constructed,the boundaries of job responsibilities are clarified,a dynamic adjustment,appeal response,and data traceability mechanism is established,and targeted training is conducted.In terms of technical support,a performance management cockpit for the operation department is developed,integrating real-time dashboards,intelligent analysis,mobile applications,and knowledge graphs.In terms of cultural resources,the"Three Navigation Plans"are implemented,a"three-dimensional resource pool"is established,and a performance-oriented ecosystem is cultivated.In terms of supervision and emergency response,a"three-in-one"supervision system is constructed,special working condition emergency plans are formulated,and a"red-yellow-blue"three-color early warning mechanism is established.In terms of continuous improvement,the"PDCA+agile iteration"management model is implemented,and a knowledge management system is established.Finally,the expected implementation effects of the optimization plan are analyzed.It is hoped that through this research,the organizational efficiency of the operation department of H Power Generation Company can be enhanced,employee vitality can be stimulated,and a referenceable model for performance management in thermal power enterprises can be provided,assisting power generation enterprises in achieving sustainable development in the complex market environment and under the"dual carbon"goals,and improving the overall management level of the industry.更多还原