而电网企业作为整个电力行业的核心环节,发展环境和市场格局等都发生了深刻变化,
电网企业转型升级的形势更加严峻。现有的人力资源管理的方式、方法已不能适应企
业改革的需要,亟需打破传统人力资源管理经验的束缚,最大限度提高人力资源管理
效率和效益,发挥其对企业变革的推动作用

纵览国内外处于行业领先地位的企业,无一不是始终坚持以人为本,始终把调动
人的积极性、主动性和创造性作为工作的核心,最大限度地集聚人才,用好人才,留
住人才,推动公司不断发展壮大,所以说人力资源是企业的第一资源,而绩效考核作
为目前全球较为科学、合理、有效的人力资源管理工具之一,越来越多的公司更加重
视绩效考核工具的重要性与积极的作用。如何更加有针对性、更具操作性去运用绩效
考核工具,特别是针对A电网公司最基本的组织单元一线班组(约70%的员工在班组
从事技能类工作),如何提高班组员工绩效考核水平是供电企业绩效考核工作的重中之
重的任务

本文将A电网公司作为研究对象,主要对其班组员工的绩效考核与管理开展研究

目前,A电网公司采取“人力资源部门+直线管理者”绩效考核模式,授权各级直线管理
者自主决定考核内容、考核方法,各级直线管理者对绩效考核结果应用拥有较大权重
的建议权。但是在实际工作过程中,各直线经理往往不敢用、不愿用、不会用员工绩
效考核这个工具,员工绩效仍然依靠主观评价评出来,客观性和公正性都难以让人信
月艮,以及班组考核工作量大,需花费更大的管理成本趋推行绩效考核等问题仍然存在

本文介绍了电网行业的国有企业的内外部环境和发展趋势,以及电网企业的生产
经营管理状况,同时也总结了国内外员工绩效管理的发展脉络和研究现状,介绍了国
内外员工绩效管理工具。以“按劳分配”为理论基础,对绩效考核的工分制考核的发展
进行归纳和整理,通过研宄分析A电网公司员工绩效考核措施和存在问题的基础上,
发现公司存在考核工作量大、内容复杂、考核客观性不足、缺乏有效过程管理工具和
沟通反馈等问题。针对上述问题,本文探索设计了基于工作数量、工作质量及行为规
范的班组工分制考核模型,从用工时间、工作人数、工作重要性、难度繁杂度、环境
J
广东工1大学硕士学位论文
舒适性、风险损失性等维度,科学、客观地梳理班组工作任务,以人均工时为依据评
估各项工作任务,形成工作量标准及加扣分标准,使班组工作与绩效标准形成关联

通过信息化平台和系统,固化工作量评估标准,直接从生产、营销系统端口读取数据,
自动实时计算员工绩效得分

最后,本文将班组工分制绩效考核模型在个别单位进行试点应用。工分制考核提
高了考核客观性,在不增加甚至减少考核工作量前提下,实现班组员工绩效考核‘‘一
体化、精益化、科学化、信息化、简单化”/为班站长提供客观、有效的绩效考核工具,
受到班组员工的普遍欢迎

关键词:A电网公司;工分制;绩效;考核.
II
Abstract
Abstract
Under the new situation, with the country to promote the supply side of the structural
reform, state-owned enterprise reform, power system reform, power industry development
momentum has been converted especially the transmission and distribution price reform led
to a significant change in grid profit model The power grid enterprises as the core of the
entire power industry, the development environment and market structure, etc. have
undergone profound changes, the transformation and upgrading of power grid enterprises
more severe situation, The existing methods and methods of human resource management
can not meet the needs of enterprise reform, and it is necessary to break the restraint of
traditional human resource management experience and maximize the efficiency and
efficiency of human resource management and play its role in promoting enterprise
transformation.
Throughout the industry at home and abroad in the industry leading enterprises, and
both always adhere to the people-oriented, and always to mobilize people&39;s enthusiasm,
initiative and creativity as the core of the work to maximize the accumulation of talent, good
talent, retain talent, Development and growth, so that human resources is the first enterprise
resources, and performance appraisal as the world&39;s more scientific, reasonable and effective
human resources management tools, more and more companies pay more attention to the
importance of performance appraisal tools and positive The role. (About 70% of the staff in
the team engaged in the work of the class), how to improve the performance level of the
team staff performance evaluation level, in particular for the A grid company&39;s most basic
organizational unit team Is the power supply enterprise performance appraisal work of the
most important task,
In this paper A Grid Company as a research object, mainly on the performance of its
team staff performance appraisal and management research. At present, A grid company to
take human resources department + line manager performance appraisal model, authorized
by all levels of linear managers to determine the content of their own assessment^ assessment
methods, all levels of linear managers on the performance appraisal results have a greater
weight of the right to use The But in the actual work process, the straight line managers often
dare not use, do not want to use will not use the staff performance evaluation of this tool,
staff performance is still dependent on subjective evaluation out objectivity and impartiality
are difficult to convince, and team Assessment workload, need to spend more management
hi
广东工业大学碩士学位论文
costs to implemeat performance appraisal and other issues still exist.
This paper introduces the internal and external environment and development trend of
the state-owned enterprises in the power grid industry, and the production and operation
status of the power grid enterprises. At the same time, it also summarizes the development of
domestic and international staff performance management and the research status, and
introduces the domestic and foreign staff performance management tools. Based on the
theory of distribution according to workM this paper summm＊izes and summarizes the
development of the appraisal system of performance appraisal. Based on the analysis and
analysis of the performance appraisal measures and problems of A grid comply employees,
it is foxmd that the company has large workload, Complex, lack of objective assessment, lack
of effective process management tools and communication feedback and other issues. In
view of the above problems, this paper explores the design of the workmanship system based
on the number of work, the quality of work and the code of conduct. From the aspects of
working hours, the number of workers, the importance of work, difficulty ^id complexity,
environmental comfort, risk loss 3 Objectively sort out the task of team work, per capita
working hours based on the assessment of the various tasks,仕Le formation of workload
standards and deduction points standard, so that the team work and performance standards
associated. Through the information platform and system, curing workload assessment
stmid^ds, directly from the production, marketing system port to read the data, automatic
real-time calculation of employee performance score.
Finally, this paper will apply the performance evaluation model of the team in the
individual units. The work of the sub-system assessment to improve the objectivity of the
assessment, without increasing or even reduce the workload of the assessment under the
premise of achieving team performance evaluation integration, leans scientific, informative,
simplistic11 for the class owners to provide objective and effective Of the performance
appraisal tools, by the team staff generally welcomed.
Key words:A grid company; work order system; performance; assessment.
IV ^
目录
摘要
I
Abstract Ill
# M V
Contents VII
胃一章绪论 1
1.1研究背景 1
1.2研宄目的和意义1.2.1研究的目的1.2.2研宄的意义1.3研宄方法 2
1.4研宄的创新之处第二章文献综述以及理论依据2.1国外绩效管理研宄的状况2.2国内绩效管理研究的状况23理论依据的产生及发展趋势2.4按劳分配与工分制第三章A电网公司班组员工绩效考核现状分析3.1 A电网公司背景介绍3.2公司班组员工绩效考核现状
9 .
3.2.1绩效考核的目标及原则3.2.2绩效考核的现状3.3公司班组员工绩效考核存在的问题第四章A电网公司班组工分制绩效考核模型设计4.1班组工分制绩效考核可行性分析4.2班组分类 21
4.3班组员工工分制考核设计
23
4.3.1班组员工工分制绩效模型
23
4.3.2班组工作量计分模型
23
v
广东工业大学硕士学位论文
4.3.3加扣分标准
28
4.3.4缋效等级确定
31
4.3班站长绩效考核模式
31
4.4实施班组工分制绩效考核的预期成效
32
第五章A电网公司班组工分制绩效考核的配套措施
33
5.1开发班组工分制绩效考核信息系统
33
5.2系统功能 33
5.3系统开发步骤 34
5.4数据
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