随着知识经济时代的到来，全球经济一体化进程加剧，市场竞争日益激烈， 企业必须不断提高其竞争力来适应环境的要求。如何认知企业的经营管理状况、 怎样考核企业战略决策的实施、从哪些方面来引导企业提升自身的综合绩效，这 些是企业绩效考核体系要完成的任务。正确认识员工的工作绩效，并把员工的工 作绩效与员工的收入，职业发展，职业培训等有机的结合起来，对于有效激励员 工，留住人才有着积极的作用。 电力产业作为我国的基础性行业，占我国固定资产的 8%，如何建立符合电 力市场需要，适应电力体制改革发展趋势，能对电力企业的经营管理产生正确引 导作用，满足利益相关人要求的绩效评价体系，已成为十分紧迫的问题。 现行的电力企业绩效考核体系的缺陷在不断变化的环境中日益明显，主要表 现在偏重企业内部评价，忽视外部环境的分析；注重经济效益评价，忽略社会效 益评价；只注重财务指标，不注重非财务指标。这些缺陷使得企业绩效体系不仅 不能对企业进行正确的评价，反而有可能引导企业误入发展歧途。 基于电力企业绩效考核体系改进的必要性，本文结合电力产业的产业特点 和唐山开滦热电集团自身特点，采取 Kaplan 和 Norton 提出的平衡记分卡，从财 务、安全、内部运作程序、学习与成长四个方面，运用德尔菲法、层次分析法以 及主成分分析法对各指标赋权，构建了新的电力企业绩效考核体系。 另外，在企业员工层面上，根据绩效管理的标准程序制定了一套科学的考 核方案，在员工考核指标从德、能、勤、绩四个方面进行细化，并且在考核指标 中融入了员工的工作目标，对于不同层次的员工也采取了不同的考核指标和考核 权重，在考核周期，考核实施与反馈，考核结果的应用进行了周密的安排，克服 了以前绩效考核中的弊病。 关键词：绩效；企业绩效考核体系；电力企业；平衡记分卡；员工考核ABSTRACT Along with the enterprises' entry the knowledge-based economy ages, the global economic integration processes so fast and market competition becomes increasingly intensive, therefore, under such condition enterprises should continuously increase their competitive ability to adapt to the environmental request. How to have a good understanding of the management condition of the enterprises, how to measure the implement of the enterprises strategies and how to direct the enterprises to promote their performance from different aspectsAll of these problems are the mission faced by the enterprises' performance measurement. As the infrastructure sector of our country, the electric power industry occupies 8% of the country's whole fixed assets. How to establish enterprises performance measurement which meets the demand of the electric power market, adapt to the electric power system reform, and produce due leading function to the management of the electric power enterprise satisfying the benefits of stakeholders, has become a very pressing question. The shortage of current electric power enterprise performance measurement is becoming obvious in the continuously changeable environment. Primarily, the shortages include the following aspects: (1) Over-emphasizing on the enterprise inner evaluation while neglecting the social performance analysis; (2) Emphasizing the economic performance indexes while neglecting the social performance indexes; (3) Paying more attention to financial index, while ignoring non-financial index. These shortages not only bring about obstacle when measurement the enterprises' performance, but also may mislead the enterprise development. According to the necessity of the electric power enterprise performance measurement improvement combined with the characteristics of the electric power industry and the characteristics of KaiLuan Thermal-electricity Group of TangShan , this paper adopts the balance scorecard method put forward by Kaplan and Norton from four aspects, that is finance, the security, inner process, study and grow up. At the same time, it makes use of the Delphi technique, AHP decision-support model and main composition analysis method to engender weighted index. As the result, we set up a new electric power enterprise performance measurement. In addition, the dissertation makes a set of scientific measurement plan on the standard promgram of performance management for the employree of enterprise, with the detailed measurement index on morality, ability, attitude, achievement and the work goal. The plan takes different assessment index and assessment ratio for the different administrative Levels individiuls. At the same time, The dissertation makes thorough arrangement on theAssessment cycle, implement and feedback of assessment, the result apply of the assessment, Which overcome the shortcoming of performance assessment before.Key Words：Performance; Performance Measurement System; Electric Power Enterprise; Balance Score card; Employee Measurement目 录 第一章绪论 1.1 报告研究的背景和意义 1 1.2国内外绩效考核的研究和应用….2 第二章企业层面绩效考核体系的构建6 2.1企业绩效考核的方法….6 2.2企业绩效考核体系指标的选取…12 2.3企业绩效考核体系标准13 2.4企业绩效考核体系权重确定方法14 第三章员工层面绩效考核体系的构建… 16 3.1员工工作绩效的决定因素及特点… 16 3.2员工考核的目的 17 3.3员工考核的指标来源 18 3.4员工个体考核方案的设计 19 第四章唐山开滦热电公司现有绩效考核体系分析 23 4.1公司基本情况… 23 4.2机构设置… 24 4.3公司绩效考核现状… 24 第五章唐山开滦热电公司绩效考核体系的构建… 27 5.1绩效考核体系构建的原则 27 5.2绩效考核体系构建的方法 27 5.3绩效考核指标的选择 28 5.4绩效考核指标权重的确定 30 5.5绩效评价… 38 第六章唐山开滦热电公司员工层面绩效考核体系的设计… 40 6.1 绩效考核方案… 40 6.2 唐山开滦热电公司其他人员绩效考核附表… 43结束语52