对于企业来说，绩效考核是人力资源管理工作的重要组成部分，能够在一定程度 上提高企业的核心竞争力，推动企业快速、稳定向前发展。有效的绩效考核，不仅可 以调动企业广大员工的工作积极性，还能够提升企业经营业绩，乃至对整个企业战略 目标的最终实现都能够起到非常重要的推动作用。综上所述，随着我国经济不断快速 发展，为了提高核心竞争力，促进企业快速且稳定地发展，绩效考核管理工作逐渐被 越来越多的企业重视和引入，以便实现企业的精细化管理。 然而，由于对绩效考核管理理论的认识不足，企业客观条件准备不充分，往往导 致众多引入绩效考核体系的企业流于形式，没能引起广大员工的重视与积极参与，更 谈不上公司业绩的有效提升。 本文以 A 电力公司为研究对象，为适应新的市场经济发展要求，A 电力公司按照 HR 电力东北分公司要求于 2008 年引入绩效考核管理体系，并于 2009 年在全公司范 围正式推行。虽然公司已经正式将绩效考核制度引入到公司内部的管理机制中，但是 就其实行效果以及作用来看，该制度的正式引入并没有对公司的发展起到与预先设想 一样的推动和激励的作用，也没有为公司注入新的活力，所有的工作依然一如既往。 绩效考核体系并未有效建立和运行。有鉴于 A 电力公司绩效考核体系的失败，笔者进 行了深入研究和分析，并得出 A 电力公司绩效考核存在如下问题，一是企业发展战略 不明确，并没有根据当前公司的实际情况，来对绩效考核制度进行合理、有效的量化 处理与制定，使得最终设定的考核指标太过理想化，与公司的实际情况相违背，存在 短期化行为。二是考核组织结构不合理、组织体系不健全、职责不清晰、权责不明确， 造成考核流程不畅，考核结果不被员工接受。三是考核结果没有很好地与薪酬挂钩， 更没有与员工晋升，因此没有引起广大员工的重视与参与热情。四是培训、宣传不到 位，员工队伍缺乏对绩效考核理解，企业员工队伍素质与技能提升缓慢。五是没有建 立起有效的沟通与反馈机制。针对上述问题本文从指标考核、组织机构保障、制度建 设等方面提出 A 电力公司绩效考核优化方案，以期望对 A 电力公司乃至其他电力企业 提供借鉴。 关键词，A 电力公司；绩效考核；平衡计分卡；360 度考评法Abstract For enterprises, the performance evaluation plays an important part in human resource management. To a certain extent, it can improve the core competitiveness of enterprises an d promote the rapid and stable development of enterprises. Effective performance assessme nt can not only mobilize the enthusiasm of the majority of employees of enterprises, but als o enhance the business performance of enterprises so as to achieve the ultimate objective o f the entire enterprise strategy. To sum up, with the rapid development of our economy, mo re and more enterprises pay attention to the performance of assessment management in ord er to improve the core competitiveness and promote the rapid and stable development of en terprises. However, due to the lack of understanding of the performance appraisal manage ment theory, the enterprise objective conditions are not sufficient, which often leads to the introduction of performance appraisal system in the form without arousing the attention an d active participation of the majority of employees. In order to meet the new requirements of market economy development, this paper tak es A electric power company as the research object. According to HR electric power comp any in 2009, A electric power company was introduced the performance appraisal manage ment system. Although the company has formally introduced the performance appraisal sy stem into the company's internal management mechanism, but its implementation effect an d the role of the system has not played with the role of pre conceived and incentive and the result was not developed as expected. Performance evaluation system has not been effecti vely established and run. In view of the failure of A electric power company's performance appraisal system, the author makes a thorough research and analysis to obtain the followin g problems: First, the enterprise development strategy is not clear without according to the actual s ituation of the company and the performance evaluation system is not reasonable, effectiv e and the final set of assessment indicators is too idealistic and the existence of short-term behavior.Second, the assessment of the organization structure is unreasonable, the organization system is not perfect and the responsibility is not clear, which results in poor assessment p rocess so that assessment results are not accepted by employees. Third, the result of the assessment is not associated with the pay system and promotio n, and therefore it did not cause the attention of the majority of employees and the enthusia sm of participation. Fourth, training publicity is not in place and the staff lacks of understanding of the pe rformance assessment and the method to enhance quality of the staff and skills is scarce. Fifth, Effective communication and feedback mechanism is not established. In view o f the above problems, this paper puts forward the optimization scheme of the A electric po wer company's performance evaluation from the aspects of index assessment, organization al structure, system construction and so on, in order to provide reference for A electric pow er company and other electric power enterprises. Keywords: A power company；Performance evaluation; Balanced Scorecard; 360 degree evaluation method目 录 摘要 ...................................................... V ABSTRACT ................................................... VI 第 1 章 绪 论 ............................................... 1 1.1 研究背景和意义 ......................................... 1 1.2 国内外文献综述 ......................................... 3 1.2.1 国外研究概述 ....................................... 3 1.2.2 国内研究概述 ....................................... 5 1.3 研究内容和技术路线 ..................................... 9 1.4 创新之处 .............................................. 10 第 2 章 绩效考核相关理论研究 ................................ 13 2.1 绩效考核的内涵及作用 .................................. 13 2.1.1 绩效考核内涵 ...................................... 13 2.1.2 绩效考核的作用 .................................... 13 2.1.3 绩效考核方案应注意解决的有关问题................... 15 2.2 绩效考核的方法 ........................................ 16 2.2.1 平衡计分卡 ........................................ 16 2.2.2 360 度绩效考评法 ................................... 17 2.2.3 关键业绩指标法 .................................... 19 2.2.4 目标管理法 ........................................ 20 第 3 章 A 电力公司员工绩效考核现状分析 ....................... 23 3.1 A 电力公司概况......................................... 23 3.2 A 电力公司员工绩效考核现状............................. 24 3.2.1 A 电力公司绩效考核的内容与流程 ..................... 26 3.2.2 A 电力公司绩效考核的结果运用与反馈 ................. 27 3.3 A 电力公司员工现行绩效考核存在问题及原因分析........... 28 3.3.1 绩效考核存在的问题 ................................ 28 3.3.2 绩效体系存在问题的原因分析......................... 30 第 4 章 A 电力公司员工绩效考核方案优化设计 ................... 35 4.1 绩效考核体系优化的目标与思路 .......................... 36 4.1.1 绩效考核体系优化的目标 ............................ 36 4.1.2 绩效考核体系优化的思路 ............................ 37 4.2 绩效考核方案 .......................................... 39 4.2.1 部门考核方案 ...................................... 41IX 4.2.2 部门经理考核方案 .................................. 43 4.2.3 员工考核方案 ...................................... 48 第 5 章 A 电力公司员工绩效考核实施前提和保障措施 ............. 51 5.1 绩效考核的实施前提 .................................... 51 5.1.1 考核组织管理 ...................................... 53 5.1.2 考核流程 .......................................... 54 5.2 绩效考核实施的保障措施 ................................ 55 5.2.1 制度保障 .......................................... 55 5.2.2 组织保障 .......................................... 56 结 论 ..................................................... 59