我国电力企业绩效管理体系的构建与研究
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摘要
电力工业是国民经济发展的基础性产业。电力的安全、稳定和充足供应,关系到国家能源安全、经济命脉和社会利益。随着我国市场化经济体制的逐步完善,电力企业历经了从政府的一个行政部门逐渐过渡到具有法人资格的独立运作公司的过程,将面临更多的困境和激烈的竞争。随着电力企业市场化运作的深化,无论是从电力企业承担的社会责任,抑或是从电力改革对电力企业的新要求,还是电力企业目前的绩效水平看,电力企业迅速提升其绩效都有着重大意义。
电力企业因长期以来一直处于计划经济体制下,管理模式垂直一体化,存在思想不够解放,观念更新较慢,对绩效管理的认识不够,绩效管理的经验不足等问题。虽然近年来在社会大环境的影响下开始做一些绩效管理方面的探索和实践,但在实际操作中因涉及方方面面的因素难以达到预期的效果。很多电力企业把绩效考核等同于绩效管理,没有将绩效考核放在整个绩效管理的系统中进行考虑,而是孤立地看待绩效考核,考核内容简单粗放,忽视了绩效管理各个环节的有效整合,导致了绩效管理的失败。所以,电力企业建立基于战略的绩效管理体系已成为一种必然。在基于企业战略的绩效管理体系中,企业战略与绩效管理相互作用,前者为后者提供指导,后者为前者提供支撑,战略压力通过企业绩效管理得以层层传递,落实到员工的工作当中,而员工的绩效最终支持企业战略目标的实现。因此,如何有效地开展绩效管理,如何建立基于电力企业战略的绩效管理体系,提高企业的价值和生产力,是电力企业亟待解决的问题。
本文正是基于电力企业对绩效管理的需要,从绩效管理与电力企业发展战略的关系入手,在对电力企业的特点及绩效管理现状分析的基础上,结合绩效管理系统理论及KPI理论,重点研究如何建立基于电力企业战略的绩效管理体系,并以SC电力公司的绩效管理体系为实例,全面介绍了电力企业建立基于战略的绩效管理体系的理念以及方案设计、实施和完善等过程。
首先,对绩效管理理论研究进行了综述,介绍了绩效管理的源起,绩效管理的涵义,绩效管理系统的构成及其功能,论述了基于战略的绩效管理和一般绩效管理的不同之处,阐述了企业建立基于战略的绩效管理体系的意义。
其次,介绍了电力企业的特点以及我国电力企业绩效管理模式的发展历程,并对我国电力企业绩效管理现状进行了分析,提出了电力企业基于战略的绩效管理体系的构建方法。电力企业基于战略的绩效管理体系的总体架构应包括四个组成部分:绩效管理组织与责任体系、绩效考评方案设计、绩效目标体系、绩效管理实施过程。论文还对建立绩效目标体系的步骤、确定KPI指标的方法、绩效考评方案设计的要求和内容以及绩效管理实施过程中应注意的问题进行了论述。
最后,通过SC电力公司构建以KPI为核心的绩效管理体系的实例,进一步论证了电力企业基于战略的绩效管理体系的总体架构。
Electric power companies are the pillar industries of the national economy. Security, stability and adequate supply of electric power have a bearing on national energy security, economic lifeline and social interests. As Chinese market-oriented economic system gradually improves, power companies go through a gradual transition from an executive branch of the government to an independent operation company with legal personality. They will face more difficulties and fierce competition. With the deepening of power enterprise’s market-oriented operation, the elevating of power companies’performance has a great significance for both the assuming social responsibility and the new requirements of electric reform and the current level of performance of power companies as well.
Because electric power companies has been in business of the planned economy system and the vertical integration of management mode for a long time, so there exist many problems, such as not enough liberation of thinking , slow mind-set, not enough understanding of performance management, and the lack of performance management experience. Although there has been some exploration and practice on performance management under the influence of the social environment, in practice it is difficult to achieve the desired results because of the factors involved in all aspects. Many enterprises equivalent performance appraisal to performance management, do not put the performance appraisal into entire performance management systems, and consider performance appraisal in isolation, pay little attention to content and predigest assessment, ignore effective integration of all aspects of the performance management, cause the failure of performance management. Therefore, the establishment of a strategic-oriented performance management system has become a necessity. In strategic performance management system, business strategy and performance management interact. The former provide guidance for the latter , which provides support for the former. The strategy pressure could be passed gradually to the work of staffs by the companies’ performance management. Finally staffs’performance supports the achievement of business strategy goals. As a result, currently how to effectively carry out the performance management, how to set up performance management system based on strategic goals, and how to enhance the value and productivity of companies are the unresolved problems of power corporate.
This paper is based on the needs of power enterprise’performance management, from the relationship of performance management and business development strategies, on the basis of analysis of power enterprise’features and performance management currency, combining performance management system theory and the KPI theory, focusing on the research of how to create a performance management system based on power business strategy. And as an example of SC power companies’performance management system, this article introduces the idea of power companies’strategic performance management system comprehensively, as well as the process of program design, implement and improvement, and so on.
Firstly, in this paper, research on performance management theory is reviewed. It introduces the origin, the meaning of the formation and function of performance management. It also discusses the differences of performance management based on stratagem. The significance of performance management stratagem direction which is established by corporations is expatiated in this paper.
Secondly, it introduces the peculiarity of the electric power enterprise and management, and the development of the the performance management in the electric corporations of China. It also analyses the current circs of performance management in the electric corporations of China. Based on that, a construction method on electric corporations performance management is released as follows: the overall framework of performance management based on corporation stratagem should include four parts: performance management and organizational responsibility system, performance management system design, system performance goals, implementation of performance management. In this paper, it discusses the performance design demands and contents of evaluation program, common evaluation methods, the steps of how to establish system performance goals, the methods of confirming the KPI index, and performance management process.
Last but not least, through the real instance of how to build the performance management system by SC electric power corporation, this paper demonstrates the overall framework of performance management based on corporation stratagem in advance.
电力企业因长期以来一直处于计划经济体制下,管理模式垂直一体化,存在思想不够解放,观念更新较慢,对绩效管理的认识不够,绩效管理的经验不足等问题。虽然近年来在社会大环境的影响下开始做一些绩效管理方面的探索和实践,但在实际操作中因涉及方方面面的因素难以达到预期的效果。很多电力企业把绩效考核等同于绩效管理,没有将绩效考核放在整个绩效管理的系统中进行考虑,而是孤立地看待绩效考核,考核内容简单粗放,忽视了绩效管理各个环节的有效整合,导致了绩效管理的失败。所以,电力企业建立基于战略的绩效管理体系已成为一种必然。在基于企业战略的绩效管理体系中,企业战略与绩效管理相互作用,前者为后者提供指导,后者为前者提供支撑,战略压力通过企业绩效管理得以层层传递,落实到员工的工作当中,而员工的绩效最终支持企业战略目标的实现。因此,如何有效地开展绩效管理,如何建立基于电力企业战略的绩效管理体系,提高企业的价值和生产力,是电力企业亟待解决的问题。
本文正是基于电力企业对绩效管理的需要,从绩效管理与电力企业发展战略的关系入手,在对电力企业的特点及绩效管理现状分析的基础上,结合绩效管理系统理论及KPI理论,重点研究如何建立基于电力企业战略的绩效管理体系,并以SC电力公司的绩效管理体系为实例,全面介绍了电力企业建立基于战略的绩效管理体系的理念以及方案设计、实施和完善等过程。
首先,对绩效管理理论研究进行了综述,介绍了绩效管理的源起,绩效管理的涵义,绩效管理系统的构成及其功能,论述了基于战略的绩效管理和一般绩效管理的不同之处,阐述了企业建立基于战略的绩效管理体系的意义。
其次,介绍了电力企业的特点以及我国电力企业绩效管理模式的发展历程,并对我国电力企业绩效管理现状进行了分析,提出了电力企业基于战略的绩效管理体系的构建方法。电力企业基于战略的绩效管理体系的总体架构应包括四个组成部分:绩效管理组织与责任体系、绩效考评方案设计、绩效目标体系、绩效管理实施过程。论文还对建立绩效目标体系的步骤、确定KPI指标的方法、绩效考评方案设计的要求和内容以及绩效管理实施过程中应注意的问题进行了论述。
最后,通过SC电力公司构建以KPI为核心的绩效管理体系的实例,进一步论证了电力企业基于战略的绩效管理体系的总体架构。
Electric power companies are the pillar industries of the national economy. Security, stability and adequate supply of electric power have a bearing on national energy security, economic lifeline and social interests. As Chinese market-oriented economic system gradually improves, power companies go through a gradual transition from an executive branch of the government to an independent operation company with legal personality. They will face more difficulties and fierce competition. With the deepening of power enterprise’s market-oriented operation, the elevating of power companies’performance has a great significance for both the assuming social responsibility and the new requirements of electric reform and the current level of performance of power companies as well.
Because electric power companies has been in business of the planned economy system and the vertical integration of management mode for a long time, so there exist many problems, such as not enough liberation of thinking , slow mind-set, not enough understanding of performance management, and the lack of performance management experience. Although there has been some exploration and practice on performance management under the influence of the social environment, in practice it is difficult to achieve the desired results because of the factors involved in all aspects. Many enterprises equivalent performance appraisal to performance management, do not put the performance appraisal into entire performance management systems, and consider performance appraisal in isolation, pay little attention to content and predigest assessment, ignore effective integration of all aspects of the performance management, cause the failure of performance management. Therefore, the establishment of a strategic-oriented performance management system has become a necessity. In strategic performance management system, business strategy and performance management interact. The former provide guidance for the latter , which provides support for the former. The strategy pressure could be passed gradually to the work of staffs by the companies’ performance management. Finally staffs’performance supports the achievement of business strategy goals. As a result, currently how to effectively carry out the performance management, how to set up performance management system based on strategic goals, and how to enhance the value and productivity of companies are the unresolved problems of power corporate.
This paper is based on the needs of power enterprise’performance management, from the relationship of performance management and business development strategies, on the basis of analysis of power enterprise’features and performance management currency, combining performance management system theory and the KPI theory, focusing on the research of how to create a performance management system based on power business strategy. And as an example of SC power companies’performance management system, this article introduces the idea of power companies’strategic performance management system comprehensively, as well as the process of program design, implement and improvement, and so on.
Firstly, in this paper, research on performance management theory is reviewed. It introduces the origin, the meaning of the formation and function of performance management. It also discusses the differences of performance management based on stratagem. The significance of performance management stratagem direction which is established by corporations is expatiated in this paper.
Secondly, it introduces the peculiarity of the electric power enterprise and management, and the development of the the performance management in the electric corporations of China. It also analyses the current circs of performance management in the electric corporations of China. Based on that, a construction method on electric corporations performance management is released as follows: the overall framework of performance management based on corporation stratagem should include four parts: performance management and organizational responsibility system, performance management system design, system performance goals, implementation of performance management. In this paper, it discusses the performance design demands and contents of evaluation program, common evaluation methods, the steps of how to establish system performance goals, the methods of confirming the KPI index, and performance management process.
Last but not least, through the real instance of how to build the performance management system by SC electric power corporation, this paper demonstrates the overall framework of performance management based on corporation stratagem in advance.
引文
1田芳。电力企业战略绩效管理体系设计,天津大学管理学院。2005
2王永干。我国电力企业绩效管理的发展,中国电力企业管理,2007
3 Gary Dessler,曾湘泉:人力资源管理(第10版中国版),中国人民大学出版社,2007
4颜世富:绩效管理,机械工业出版社,2007
5 Spangengerg,H.H.(1992).A systems approach to performance appraisal in organizations . paper presented at the 25th . International Congress of psychology. Brussels, Belgium.
6 Pamenter, Fred. Moving From appraisal to employee enhancement. Canadian Manager, 25(1):13
7 Fandray, Dayton, The new tinking in performance appraisal. Workforce,2001,80(5):36
8颜世富:绩效管理,机械工业出版社,2007
9郭京生等:绩效管理制度设计与运作,中国劳动社会保障出版社,2007
10 Bernardin, H. & Betty, R W. performance appraisal: Assessing human behavior at work, Boston: Kent Publishers, 1984.
12雷蒙德·A·诺伊等:人力资源管理基础,中国人民大学出版社,2004
13 500强名企的KPI绩效管理操作手册,第一部分,中国管理传播网,2005
14盛运华,赵宏中:绩效管理作用及绩效考核体系研究,武汉理工大学学报,2002
15张建国:绩效体系设计,北京工业大学出版社,2003
16盛运华,赵宏中:绩效管理作用及绩效考核体系研究,武汉理工大学学报,2002
17郭京生,袁家海,刘博:绩效管理制度设计与运作,中国劳动社会保障出版社,2007
19王淑红,龙立荣:绩效管理综述,中外管理导报,200209
20冉斌。如何进行三层级绩效管理,海天出版社,2004
21付亚和,许玉林:绩效考核与绩效管理,电子工业出版社,2004
22颜世富,绩效管理,机械工业出版社,2008
23戴维.帕门特(David Parmenter ):关键绩效指标KPI的开发实施和应用,机械工业出版社,2008
24默哈.尼尔(Mohan Nair):平衡计分卡实战精要,机械工业出版社2007
25王永干:我国电力企业绩效管理的发展,中国电力企业管理,2007.
26刘博:浅析电力企业绩效管理中存在的问题,中国电力教育2006
28张建国:绩效体系设计,北京工业大学出版社,2003
29颜世富:绩效管理,机械工业出版社2008
31肖海舟:基于企业战略的绩效管理体系设计,天津大学管理学院博士论文,2005
34国家电网公司2007社会责任报告,中国电力出版社,2008
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2王永干。我国电力企业绩效管理的发展,中国电力企业管理,2007
3 Gary Dessler,曾湘泉:人力资源管理(第10版中国版),中国人民大学出版社,2007
4颜世富:绩效管理,机械工业出版社,2007
5 Spangengerg,H.H.(1992).A systems approach to performance appraisal in organizations . paper presented at the 25th . International Congress of psychology. Brussels, Belgium.
6 Pamenter, Fred. Moving From appraisal to employee enhancement. Canadian Manager, 25(1):13
7 Fandray, Dayton, The new tinking in performance appraisal. Workforce,2001,80(5):36
8颜世富:绩效管理,机械工业出版社,2007
9郭京生等:绩效管理制度设计与运作,中国劳动社会保障出版社,2007
10 Bernardin, H. & Betty, R W. performance appraisal: Assessing human behavior at work, Boston: Kent Publishers, 1984.
12雷蒙德·A·诺伊等:人力资源管理基础,中国人民大学出版社,2004
13 500强名企的KPI绩效管理操作手册,第一部分,中国管理传播网,2005
14盛运华,赵宏中:绩效管理作用及绩效考核体系研究,武汉理工大学学报,2002
15张建国:绩效体系设计,北京工业大学出版社,2003
16盛运华,赵宏中:绩效管理作用及绩效考核体系研究,武汉理工大学学报,2002
17郭京生,袁家海,刘博:绩效管理制度设计与运作,中国劳动社会保障出版社,2007
19王淑红,龙立荣:绩效管理综述,中外管理导报,200209
20冉斌。如何进行三层级绩效管理,海天出版社,2004
21付亚和,许玉林:绩效考核与绩效管理,电子工业出版社,2004
22颜世富,绩效管理,机械工业出版社,2008
23戴维.帕门特(David Parmenter ):关键绩效指标KPI的开发实施和应用,机械工业出版社,2008
24默哈.尼尔(Mohan Nair):平衡计分卡实战精要,机械工业出版社2007
25王永干:我国电力企业绩效管理的发展,中国电力企业管理,2007.
26刘博:浅析电力企业绩效管理中存在的问题,中国电力教育2006
28张建国:绩效体系设计,北京工业大学出版社,2003
29颜世富:绩效管理,机械工业出版社2008
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