PX供电公司绩效考核制度优化研究.pdfVIP

要 PX 供电公司从2007 年 10 月开展绩效考核以来，取得了一定的成效；但绩效 考核就像所有的新生事物一样，存在一定时期的磨合期；绩效考核一系列问题的 存在，包括员工的抵触思想及被动的接受；培训有待加 ；考核指标模糊，难以 准确化；考核过程的形式化，轮留做庄现象突出；考核评估不理想；考核结果无 反馈等问 均制约着绩效考核的发展，因此如何保证绩效考核体系的高效运作？ 如何最大程度地发挥其管理功效？如何强化考核结果与人事管理机制的有机结 合？是摆在公司面前的难 。 本文较深入地剖析了PX 供电公司现有绩效考核体系，对存在的问 进行了规 纳、梳理，提出了关键绩效 KPI 指标的修正及规范工作流程，完善绩效考核培训 机制，强化绩效评估过程的改进，开展绩效考核结果的科学应用，实现绩效考核 体系的动态改善等改进措施，阐述了科学地运用目标管理法(MBO)理论设定指标体 系的标准流程和方法，提出了绩效考核体系的改进应遵循 科学、高效、实用” 的原则，坚持理论联系实际，以提高绩效考核体系的应用水平为目的，实现绩效 考核工作流程畅通、绩效考核方法科学、绩效体系运作机制高效，从而确保绩效 考核体系符合公司的发展目标，符合公司可持续发展的要求。 关键词：公司 绩效体系 分析 改进 1 Abstract PX Electric Power Supply Co.,Ltd has launched performance appraisal since Oct. 2007, and has achieved sort of success. However, like any nascent item, it needs a running in’ period to grow mature. In fact, a series of problems revealed have limited its growth, such as employees’ incooperation attitude and passive acceptance of the appraisal system, further training, indeterminate and inaccurate appraisal indexes, formalized process, alternate rating ，not good appraisal results and such results receiving no feedback. Therefore, the company confronts issues of ensuring effective operation of the performance appraisal system, of developing the management effect of the system at the maximum extent and of reinforcing integration of appraisal results and human resources management system. On the basis of deep analysis of existing performance appraisal system and classification and induction of existed problems, this dissertation puts forward improvement measures including correction to the key KPI index in the system, specification of operation procedure, perfecting training system for the system, promotion of appraisal process, carrying