I
摘要
随着电力体制改革不断深入，电力公司在内、外部环境的共同作用下不断强化组
织绩效管理、完善员工绩效激励制度、强化业绩导向作用，在一线班组内部推行工时
积分计酬制度，实施一线员工工时积分制度，在强化员工绩效激励上取得了较好的效
果。尽管如此，电力公司一线员工工时积分制度仍受制于工时积分的价值量纲没有统
一、单位积分劳动价值的定义不够明确、一线班组不同程度存在工时积分同分不同价
等情况，未能充分发挥工时积分在员工绩效激励中的作用，一定程度上制约了制度的
进一步推广
针对上述问题，CS公司以“明确定义标准工时计量依据，试点构建基于劳动耗
时和劳动质量的工时统计方法，实现绩效工资以工时积分直接计取”为目标，梳理工
作流程，建立工作项目的标准化作业书，并以此为基础建立起积分标准工时计算体系，
实施一线员工工时积分计酬制度的改进升级工作
本文对CS公司改进一线员工工时积分计酬制度的主要思路和方法进行了总结；
通过问卷调查，对CS公司一线员工工时积分制度的改进升级工作进行研究，指出其
存在工时积分标准不够科学、分配制度存在平均主义、对核心员工激励不足、积分的
操作性有待加强、分级责任跟踪评价不到位等问题。通过进一步分析，指出形成上述
问题的主要原因是：公司对部分关键岗位执行效果跟踪不力、对执行中遇到的问题处
理不够及时、部分人员畏难情绪未能根本解决、基层人员队伍素质参差不齐等。为改
进CS公司一线员工工时积分同价计酬制度的实施效果，本文认为，应兼顾集体利益
和个人需求、兼顾制度化与操作性、兼顾个性化与人性化，进一步提升指标设置的科
学性、完善员工岗位价值评估制度、加强对制度执行效果的跟踪、提升积分指标的可
操作性、强化对核心员工的激励，同时，还应当健全内在薪酬激励制度，畅通青年职
工的成长通道、加强员工的职业生涯管理
关键词：电力；工时积分；激励
III
Abstract
With the development of the electric power system, the power companies have
continuously strenghened organizational performance management and
performance-oriented functions, improved staff performence incetive mechanisms under
the joint influence of the internal and external evironment. the power companies's
grass-roots groups have also implemented labor-hour accumulation system, which has
stimulated employee's performance. However, grass-roots employee's labor-hour credit
system is still limited by the disunity of the labor-hour's value dimension, the ambiguous
definition of the unit point working value, different value in the same point, which
weakens the incentives to staff and restricts further promotion of the system.
Aimed to clearly define the standard labor-hour measurement basis, establish a labor
statistical method based on time consumed and working quality,realise the
labor-hour-credit based salary ,CS company has established the standardinstruction of
the work, and set up the standard working credit calculation system, thus implementing the
improvement of the grass-roots employee's working hour credit payment system by
analysing the working procedure.
This paper summarises CS Company's ideas and thoughts on improving the
grass-roots employee's working hour credit payment system.The working hour credit
payment system of the CS Company's grass-roots employee is studied by questionnaire
survey, its defects such as unscientific credit standard, egalitarianism, lack of incentives to
core staff, lack of practicability, unfulfillment in hierarchical responsibility evaluation are
high lighted. Through further analysis, the reasons for the above issues are below:The
company has not successfully tracked the effectiveness of some key positions, and has not
solved the issues occurred in the operation process.Some person's fear of difficulty is not
eliminated and the quality of employee varies. To improve the effectiveness of working
hour credit payment system of grass-roots employee, this paper believes that the collective
interests and personal needs, systematism and practicability, individuality and humanity
should all be taken into account.The scientificity of the target is improved, the position
evaluation system is completed, the effectiveness tracking , the practicability and
incentives are enhanced;Moreover, the internal incentive compensation system should be
improved , young employee's cultivation and career management should be enhanced.
Keywords: Electric power;Working hour credit;Incentive
V
目录
摘要 · I
AbstractIII
1 绪论 · 1
1.1 研究背景与意义1
1.1.1 研究背景 ·· 1
1.1.2 研究意义 ·· 2
1.2 研究目的与内容2
1.2.1 研究目的 ·· 2
1.2.2 研究内容 ·· 2
1.3 研究方法与技术路线3
1.3.1 研究方法 ·· 3
1.3.2 研究技术路线 ·· 3
2 相关理论基础与文献综述 · 5
2.1 激励理论5
2.1.1 需求理论 ·· 5
2.1.2 期望理论 ·· 5
2.1.3 公平理论 ·· 6
2.2 绩效管理理论6
2.2.1 绩效含义与特点 ·· 6
2.2.2 绩效管理的含义 ·· 6
2.2.3 绩效管理的意义 ·· 7
2.2.4 绩效管理的内容 ·· 7
2.3 薪酬管理理论7
2.3.1 薪酬的含义与功能 ·· 7
2.3.2 薪酬管理的原则 ·· 8
2.3.3 影响薪酬的因素 ·· 9
2.4 工时积分制研究现状9
2.4.1 工分与工时积分概述 ·· 9
2.4.2 影响工时积分科学性的因素10
2.4.3 影响执行效果的因素12
VI
3 CS公司一线员工工时积分同价计酬制度 · 13
3.1 CS公司概况 · 13
3.2 CS公司一线员工基本情况 · 13
3.2.1 一线员工范围13
3.2.2 一线员工数量13
3.2.3一线员工工作特点 · 14
3.3 CS公司工时积分同价计酬制度 · 15
3.3.1 实施背景15
3.3.2 改革思路16
3.3.3 基本原则16
3.3.4 改革目标17
3.3.5 制度内容17
4 CS公司工时积分同价计酬制度实施现状与存在的问题 · 19
4.1 实施现状 ·· 19
4.1.1 开展情况19
4.1.2 取得的成效19
4.2 问卷调查 ·· 19
4.2.1 问卷设计原则19
4.2.2 调查问卷设计20
4.2.3 调查开展情况20
4.2.4 问卷调查结果统计21
4. 3 CS公司工时积分同价计酬制度实施中存在的问题24
4.3.1 积分的操作性有待加强24
4.3.2 工时积分标准不够科学25
4.3.3 分级责任跟踪评价不到位25
4.3.4 分配制度存在平均主义26
4.3.5 对核心员工的激励不足26
4.4 存在问题的原因分析 ·· 27
4.4.1 对执行中遇到问题的处理不及时27
4.4.2 对部分关键岗位执行效果跟踪不力28
4.4.3 部分人员思想认识未能根本解决28
4.4.4 基层人员队伍素质参差不齐29
5改进CS公司一线员工工时积分同价计酬制度的建议 · 31。。。。。。