摘要 供电企业在输配电价改革的浪潮中，外部由于售电端的放开，不再是用电企业的 唯一供电单位，与其他发电企业存在一定的竞争关系，因此垄断地位不断受到威胁； 企业内部要求不断完善员工管理，为客户提供优质服务，提高保供电服务质量，在迎 接能源互联网时代处于不败之地，因此对企业管理的改革势在必行。A供电公司隶属 于国家电网公司，是一家处于供电企业的末端的地市级供电单位，在供电服务中发挥 着重要的作用，是构成电网系统的坚实基础，所以提升企业内部管理显得尤其重要。 虽然制定了《A供电公司绩效管理办法》，但在绩效考核上存在一定的局限性，仅有 比较简单的绩效考核，并没有太精细。主要在管理层面设置了一些简单的财务指标、 安全生产指标及劳动纪律指标，对于员工的个人考核并不全面，存在一线员工考核指 标不精确，缺乏行而有效的激励措施等问题，又无法切实提高公司的绩效管理水平。 为了进一步适应电力体制改革，促进公司内部经营管理水平，应该对A供电公司的绩 效管理进行优化，加强一线员工的考核管理，完善考核管理办法，形成一套从上到下 全覆盖的绩效管理体系。 本文基于KPI理论对供电公司一线员工的绩效管理进行研究，以营销部一线员工 为研究对象进行试点。共包含七个部分内容，第一部分是绪论，介绍研究目的和意义， 国内外研究综述及评述，研究内容与方法。第二部分主要介绍了关于绩效的相关概念 及理论方法。第三部分采用问卷调查法对A供电公司一线员工绩效管理现状进行分 析，调查存在的现象和问题，总结绩效管理存在的缺陷和弊端。第四部分从公司层面 分析影响公司经营和员工发展的关键影响因素，设置适合一线员工考核的关键业绩指 标。第五部分以营销部门的基层员工考核管理为例，制定了A供电公司基层员工的考 核细则，并将考核结果加以应用，作为选拔人才和职位晋升的依据。第六部分采取一 系列措施，保障绩效管理体系的实施。 通过本文的研究，完善了A供电公司一线员工的绩效考核管理，实现了公司对基 层员工工作情况客观公正的评价，促进公司整体绩效管理的提升，进一步提高员工在 经营发展过程中的核心力量，促进公司经营可持续健康发展。 关键词：KPI；绩效管理；一线员工；考核指标 山东理工大学硕士学位论文ABSTRACT ABSTRACT Inthewaveofelectricitytransmissionanddistributionpricereform,thepowersupply enterprisesarenolongertheonlypowersupplyunitofthepowerconsumptionenterprises duetotheliberalizationoftheelectricitysalesend,andthereisacertaincompetitive relationshipwithotherpowergenerationenterprises,sotheirmonopolystatusisconstantly threatened.Theinternalrequirementsoftheenterprisearetoconstantlyimprovethestaff management,toprovidecustomerswithqualityservices,toimprovethequalityofpower supplyservice,intheeraofenergyInternetinaninvincibleposition,sothereformof enterprisemanagementisimperative.Apowersupplycompanybelongstothestategrid corporationofChina.ItisAprefecture-levelpowersupplyunitattheendofthepower supplyenterprise.ItplaysanimportantroleinthepowersupplyserviceandisAsolid foundationforthepowergridsystem.Althoughthe"Apowersupplycompany performancemanagementmeasures"hasbeenformulated,therearecertainlimitationsin theperformanceappraisal,onlyrelativelysimpleperformanceappraisal,nottooelaborate. Somesimplefinancialindicators,productionsafetyindicatorsandlabordiscipline indicatorsaremainlysetatthemanagementlevel.Thepersonalassessmentofemployees isnotcomprehensive,andtherearesomeproblemssuchasinaccurateassessment indicatorsoffront-lineemployeesandlackofeffectiveincentivemeasures,whichcannot effectivelyimprovetheperformancemanagementlevelofthecompany.Inordertofurther adapttothereformoftheelectricpowersystemandpromotethecompany'sinternal operationandmanagementlevel,itisnecessarytooptimizetheperformancemanagement ofApowersupplycompany,strengthentheassessmentmanagementoffront-line employees,improvetheassessmentmanagementmethods,andformAperformance managementsystemthatcoversallaspectsfromtoptobottom. BasedonKPItheory,thispaperstudiestheperformancemanagementoffront-line employeesinpowersupplycompanies,andtakesthefront-lineemployeesinthe MarketingDepartmentastheresearchobjecttocarryoutapilotproject.Itconsistsof sevenparts.Thefirstpartistheintroduction,whichintroducesthepurposeand significanceoftheresearch,reviewsandcommentsontheresearchathomeandabroad, 山东理工大学硕士学位论文ABSTRACT andtheresearchcontentsandmethods.Thesecondpartmainlyintroducestherelevant conceptsandtheoreticalbasisofperformance.Thethirdpartadoptsquestionnairesurvey toanalyzethecurrentsituationofperformancemanagementoffront-lineemployeesofA powersupplycompany,investigatetheexistingphenomenaandproblems,andsummarize thedefectsanddisadvantagesofperformancemanagement.Thefourthpartanalyzesthe keyfactorsaffectingthecompany'soperationandemployeedevelopmentfromthe companylevel,andsetskeyperformanceindicatorssuitablefortheassessmentof front-lineemployees.Thefifthparttakestheassessmentmanagementofgrassroots employeesintheMarketingDepartmentasanexampletoformulatetheassessmentrules forgrassrootsemployeesinApowersupplycompanyandapplytheassessmentresultsas thebasisfortalentselectionandpromotion.Thesixthparttakesaseriesofmeasuresto ensuretheimplementationoftheperformancemanagementsystem. Throughtheresearchofthispaper,theperformanceappraisalmanagementoffront-line employeesofApowersupplycompanyhasbeenimproved,andthecompany'sobjective andfairevaluationoftheworksituationofgrassrootsemployeeshasbeenrealized,soasto promotetheimprovementofthecompany'soverallperformancemanagement,further improvethecorestrengthofemployeesintheoperationanddevelopmentprocess,and promotethesustainableandhealthydevelopmentofthecompany'soperation. Keywords:KPI;Performancemanagement;Alineofemployees;Assessmentindicators 山东理工大学硕士学位论文目录 目录 摘要.......................................................................................................................................................I ABSTRACT.................................................................................................................................................II 目录....................................................................................................................................................IV 第一章绪论........................................................................................................................................5 1.1研究目的和意义............................................................................................................................5 1.2国内外文献研究综述....................................................................................................................6 1.3研究内容与方法............................................................................................................................9 1.4本文创新点..................................................................................................................................12 第二章绩效相关概念及理论方法..........................................................................................................13 2.1绩效相关概念.............................................................................................................................13 2.2绩效管理理论方法......................................................................................................................14 第三章A供电公司一线员工绩效管理现状及问题分析.........................................................................17 3.1A供电公司概况..........................................................................................................................17 3.2A供电公司一线员工现状分析...................................................................................................18 3.3A供电公司一线员工绩效管理现状及存在的问题....................................................................21 第四章营销部门一线员工绩效考核的关键影响因素分析.....................................................................26 4.1A供电公司基于战略目标的绩效管理.......................................................................................26 4.2基于“四个最好”战略目标的关键因素指标设计...................................................................27 4.3营销部班组一线员工关键指标考核细则...................................................................................29 4.4营销部一线员工减项指标考