I 摘要 电力是一项事关国计民生的大事业，也是目前在国民经济发展中起到基础支 撑作用的行业。在我国，为了更加稳定的发展电力行业，国内的电力企业多数属 于国有垄断企业，这样可以让企业在发展过程中取得绝对性的优势，以保障电力 公司在国内的顺利平稳发展，但是长期的垄断发展也让企业在组织管理上产生了 一些问题，很多问题不但没有随着发展得到改善反而越来越严重。 为改善电力企业现存的问题，打破电力公司在行业内的绝对垄断状态。2002 年，针对电力公司的垄断状态国务院特别颁布了《电力体制改革方案》作为指导 电力企业改革的方向性文件。方案原则是“建立竞争、开放的区域电力市场”、 “厂网分开、竞价上网”。另外，在国内很多重大的政治会议上也体现了对电力 企业改革的关注和指导。很多国家文件中虽然没有明确提出电力企业改革等具体 内容，但是从其他方面对近些年电力企业改革做出了回应，也对目前电力企业的 市场化改革做了肯定。十八届三中全会上通过的《中共中央关于全面深化改革若 干重大问题的决定》就在多方面肯定了目前电力企业的改革进展，如“提高资源 配置效率和公平性”、“完善市场决定价格的机制”等。同时，十八届三中全会还 提出要增大国有资本收益上缴比例的决定。在国家政策大方向的指导下，电力公 司的市场化改革在有序进行，新的更加市场化的电力市场体系慢慢形成，面对新 的市场体系，各大电力公司都面临着新的挑战和机遇。 文章主要以 JD 电力作为研究对象，从几个层面对 JD 电力目前的绩效方案 进行剖析，找出 JD 电力中比较行之有效的绩效考核方案，并同时分析目前的绩 效方案中存在的问题，针对相应的问题结合公司实际情况给予优化建议。建议的 实施可以显著改善公司现有的绩效考核方案，让公司人力部门在绩效考核相关工 作上发挥出更加显著的作用。同时，也可以通过对 JD 电力的研究，为同行提供 一个行之有效的绩效改良参考方案。 关键词：电力企业，人力资源，绩效管理Abstract III Abstract Electric power is a major cause related to the national economy and people's livelihood, and also an industry that plays a basic supporting role in the development of national economy. In China, in order to develop the electric power industry more stably, most of the domestic electric power enterprises belong to the state-owned monopoly enterprises, which can make the enterprises obtain the absolute advantage in the development process, so as to guarantee the smooth and stable development of the electric power companies in China. However, the long-term monopoly development also causes some problems in the organization and management of the enterprises, many of which are not only not developed with the development But the improvement is more and more serious. In order to improve the existing problems of power enterprises and break the absolute monopoly of power companies in the industry. In 2002, in view of the monopoly state of electric power companies, the State Council specially promulgated the electric power system reform plan as the direction document to guide the reform of electric power enterprises. The principle of the scheme is "to establish a competitive and open regional power market", "to separate the power plant from the power grid, and to access the power grid through competitive bidding". In addition, in many major domestic political conferences, it also reflects the concern and guidance for the reform of electric power enterprises. Although many national documents do not clearly put forward the specific contents of the reform of electric power enterprises, they have responded to the reform of electric power enterprises in recent years from other aspects and affirmed the current market-oriented reform of electric power enterprises. The decision of the Central Committee of the Communist Party of China on several major issues of comprehensively deepening reform adopted at the Third Plenary Session of the 18th CPC Central Committee affirms the reform progress of electric power enterprises in many aspects, such as "improving the efficiency and fairness of resource allocation", "improving the mechanism of market determining price", etc. At the same time, the Third Plenary Session of the 18th CPC Central Committee also proposed the decision to increase the proportion of state-owned capital income. Under the guidance of the general direction of national policies, the market-oriented reform of power companies is proceeding in an orderly吉林大学硕士学位论文 IV manner, and a new and more market-oriented power market system is gradually forming. Facing the new market system, all major power companies are facing new challenges and opportunities. This paper mainly takes JD electric power as the research object, analyzes the current performance scheme of JD electric power from several levels, finds out the more effective performance evaluation scheme in JD electric power, and analyzes the problems in the current performance scheme at the same time, and gives optimization suggestions for the corresponding problems combined with the actual situation of the company. The implementation of the proposal can significantly improve the company's existing performance appraisal program, so that the company's human resources department plays a more significant role in performance appraisal related work. At the same time, through the study of JD Power, we can provide an effective reference scheme for performance improvement. Keywords: Power enterprise, Human resources, Performance management目 录 V 目 录 第 1 章 绪论 .......................................................1 1.1 研究背景与研究意义 ............................................1 1.1.1 研究背景 ..................................................1 1.1.2 研究意义 ..................................................2 1.2 研究方法与研究内容 ............................................3 1.2.1 研究内容 ..................................................3 1.2.2 研究方法 ..................................................4 第 2 章 文献综述及理论基础 ..........................................5 2.1 国内外文献综述 ................................................5 2.1.1 国有企业绩效管理的相关研究 ................................5 2.1.2 电力企业绩效管理的相关研究 ................................5 2.1.3 基于学科与研究工具的绩效管理研究 ..........................6 2.1.4 文献研究评述 ..............................................6 2.2 绩效的涵义 ....................................................6 2.3 员工绩效管理的流程 ............................................8 2.3.1 绩效计划 ..................................................8 2.3.2 绩效实施 ..................................................8 2.3.3 绩效考核 ..................................................8 2.3.4 绩效反馈与面谈 ............................................9 2.3.5 绩效改进 ..................................................9 2.3.6 绩效结果应用 .............................................10 2.4 员工绩效管理相关理论 .........................................11 2.4.1 公平理论 .................................................11 2.4.2 马斯洛需求层次理论 .......................................11 2.4.3 双因素理论 ...............................................11 第 3 章 JD 电力企业绩效管理现状及存在问题 ...........................13 3.1 JD 电力企业绩效管理现状 ......................................13 3.1.1 JD 电力企业现状 ..........................................13 3.1.2 JD 电力企业组织机构 ......................................14 3.1.3 JD 电力企业现有员工绩效管理的现状 ........................15 3.2 JD 电力企业员工绩效管理存在的问题 ............................18 3.2.1 把绩效考核当成绩效管理 ...................................19 3.2.2 绩效考核不规范 ...........................................19 3.2.3 缺乏绩效管理反馈机制 .....................................20 3.2.4 绩效考核结果没有充分利用 .................................20 3.2.5 员工考核指标设计得不够科学 ...............................21 3.3 JD 电力企业现有绩效管理问题成因 ..............................22 3.3.1 传统管理模式的延续 .......................................22吉林大学硕士学位论文 VI 3.3.2 缺乏科学管理体系 .........................................22 3.3.3 管理层对绩效管理的认识不到位 .............................23 第 4 章 JD 电力企业绩效管理体系优化 .................................24 4.1 绩效管理体系优化的目的 .......................................24 4.2 绩效管理体系优化原则 .........................................25 4.3 电力企业绩效管理体系优化内容 .................................26 4.3.1 管理目标设定 .............................................26 4.3.2 绩效监控机制 .............................................28 4.3.3 绩效考核流程 .............................................29 4.3.4 绩效结果应用 .............................................30 第 5 章 JD 电力企业绩效管理体系运行保障 .............................33 5.1 管理理念保障 .................................................33 5.2 组织保障 .....................................................33 5.3 制度保障 .....................................................34 5.3.1 考核制度 .................................................35 5.3.2 项目管理制度 .............................................35 5.3.3 人事管理制度 .............................................36 5.4 资源保障 .....................................................37 5.4.1 资金保障 .................................................37 5.4.2 信息保障 .................................................38 5.4.3 员工队伍保障 .............................................38