I 摘要 在现代企业经营中，绩效管理扮演着极其重要的角色，它不仅能够衡量员工对于 企业的价值，还能极大提升员工的工作效率与工作积极性。我们生活在电的时代，电 能作为一种清洁、高效、转化率高的能源，电量消耗的多寡能直接反映出一个区域经 济的好坏。近年来，随着我国电力体制改革的深入推进，电力市场势必将更加开放， 倒逼国家电网这样的国有垄断企业，加强管理，提升效率，这就要求电力企业需抛弃 旧有观念，不断优化现有绩效管理体系并引入内部竞争机制，依靠严格的绩效管理来 促使企业提质增效，从而实现“创建世界一流电网、建设国际一流企业”的愿景。 本文主要对 ZC 供电公司绩效管理体系优化进行研究，通过文献研究、案例分析、 问卷调查的方法深入了解 ZC 供电公司经营发展战略、组织结构构成以及人力资源管 理等方面的规定制度，认真探讨研究 ZC 供电公司绩效管理体系的现状并挖掘其存在 的深层问题，并对问题产生的原因进行追溯，同时，基于公司的发展战略，利用绩效 管理理论基础结合企业实际开展绩效管理体系的优化工作，使之有效合理，确保优化 后每个流程能够充分发挥其作用。最后针对电力企业的特点提出绩效管理体系实施保 障措施，为 ZC 供电公司绩效管理体系的完善指明了方向。 本文的主要结论有三点，第一，ZC 供电公司绩效管理体系中存在的问题，绩效 管理与企业战略脱节；绩效管理基础薄弱；绩效评价指标设计不合理；绩效实施过程 中缺少绩效的沟通；绩效评价结果缺少反馈、应用单一。第二，文章通过四个章节对 ZC 供电公司绩效管理体系进行了优化设计，包括优化的目标、优化的思路及优化内 容、绩效管理流程优化、绩效结果的应用。为使优化后的绩效管理体系充分适应现代 化企业框架，本文在 ZC 供电公司传统绩效管理模式上进行了大胆改进。充分发挥 KPI 指标在绩效中的核心作用，在考核时统筹考量企业的整体发展战略与员工的自我 提升愿景，使优化后的绩效管理制度体现科学性、创新性与全面性。第三，在新的绩 效管理体系中，包含了配套的保障制度，分别是建立机构健全职能、进行绩效管理体 系的全员培训、绩效管理配套制度建设，以确保优化后的绩效管理制度能够有效运行。 关键词，供电公司；绩效管理；绩效考核山东理工大学硕士学位论文 ABSTRACT II ABSTRACT In modern business operations, performance management plays an extremely important role. It not only measures the value of employees to the enterprise, but also greatly enhances the efficiency and enthusiasm of employees. We live in the era of electricity. As a clean, efficient, and high-conversion energy source, the amount of electricity consumed can directly reflect the quality of a regional economy. In recent years, with the deepening of China's power system reform, the power market is bound to become more open, forcing state-owned monopolies such as the State Grid to strengthen management and improve efficiency. This requires power enterprises to abandon the old concepts, constantly optimize the existing performance management system and introduce internal competition mechanism, relying on strict performance management to promote quality and efficiency, so as to realize the vision of “creating a world-class power grid and building a world-class enterprise”. This paper mainly studies the optimization of performance management system of ZC power supply company. Through literature research, case analysis and questionnaire survey, it deeply understands ZC power supply company's operation and development strategy, organizational structure and human resources management system. It seriously explores the current situation of performance management system of ZC power supply company and digs out its deep problems, and also discusses the problems. At the same time, based on the company's development strategy, the performance management theory is used to optimize the performance management system in combination with the actual situation of the enterprise, so as to make it effective and reasonable, and ensure that each process can fully play its role after optimization. Finally, according to the characteristics of electric power enterprises, the implementation of performance management system safeguard measures are put forward, which points out the direction for the improvement of performance management system of ZC Power Supply Company. The main conclusions of this paper are three points: First, the problems in the performance management system of ZC power supply company: the disconnection between performance management and corporate strategy; the weak performance management foundation; the unreasonable design of performance evaluation indicators; the lack of performance communication in the performance implementation process;山东理工大学硕士学位论文 ABSTRACT III performance The evaluation results lack feedback and the application is single. Second, the article optimizes the performance management system of ZC Power Supply Company through four chapters, including optimization objectives, optimization ideas and optimization content, performance management process optimization, and application of performance results. In order to make the optimized performance management system fully adapt to the modern enterprise framework, this paper made a bold improvement on the traditional performance management model of ZC power supply company. Give full play to the core role of KPI indicators in performance, and take into account the overall development strategy of the company and the self-improvement vision of employees in the assessment, so that the optimized performance management system is scientific, innovative and comprehensive. Third, in the new performance management system, the supporting system is included, which is to establish a sound function of the organization, conduct all-person training of the performance management system, and build a performance management supporting system to ensure that the optimized performance management system can be effective run. Key words: Power Supply Company; Performance Management; Performance Appraisal山东理工大学硕士学位论文 目录 IV 目 录 摘要.....................................................................................................................................................I ABSTRACT.............................................................................................................................................II 目 录.................................................................................................................................................IV 第一章 绪 论.................................................................................................................................1 1.1 研究目的和意义....................................................................................................................1 1.1.1 研究目的......................................................................................................................1 1.1.2 选题意义......................................................................................................................2 1.2 国内外绩效管理理论研究现状........................................................................................2 1.2.1 国外绩效管理理论研究现状.................................................................................2 1.2.2 国内绩效管理理论研究现状.................................................................................4 1.3 研究的思路、内容和方法..................................................................................................6 1.3.1 研究思路......................................................................................................................6 1.3.2 研究内容......................................................................................................................7 1.3.3 研究方法......................................................................................................................8 第二章 绩效管理的理论基础..........................................................................................................9 2.1 绩效管理相关概念及方法..................................................................................................9 2.1.1 绩效的概念..................................................................................................................9 2.1.2 绩效管理........