近年来，因电力行业进行三集五大改革和依法治企的实施，农网上划的滞后, 基层供电企业从高高在上的垄断企业变为服务单位，从以前的内部垄断变为市场 竞争,为提升企业的服务水平和市场竞争力,现有的工资绩效体系已经不能满足 日益多变的市场环境,D 供电企业(以下简称 D 企业)也面临着巨大的压力，此为 本文的研究背景。 人力资源是企业的核心资源，人力资源管理水平的高低直接关系到企业核心 竞争力的提升程度，对于企业的生存和发展至关重要。绩效管理是人力资源管理 的重要内容，搞好绩效管理有助于提升人力资源管理水平，最大化发挥企业全体 员工的资源作用。D 企业既有的绩效管理体系尚不够完善，相关制度和配套措施 还不够健全，绩效考核技术方法较为单一落后，绩效考核结果的应用也未能落实 到位，未能充分发挥绩效管理的激励作用，反而损伤了企业员工的工作热情和创 造性，影响了企业效益的提升和战略目标的实现。本文的研究，旨在改进优化 D 企业的绩效管理体系，以更好的发挥绩效管理作用，挖掘员工的潜力，以助力企 业更快更好更稳的发展。 本文主要采取理论与实践分析相结合的研究方法。以绩效理论作为研究的理 论基础，结合 D 企业绩效管理实际，试图通过研究企业绩效考核工作，将其完善， 促进企业的发展，并促进企业实现整个战略目标。 本文的大体框架如下，第一章为绪论，介绍了本研究的选题背景，提出了论 题研究的意义，概括了国内绩效管理的研究现状，并对电力企业绩效管理相关研 究进行了分析，最后提炼了本文的研究内容和框架。第二章为相关研究的理论基 础，对绩效管理理论进行分析探讨，主要对国内先进的绩效管理理论进行梳理。 第三章为 D 企业绩效管理的现状分析，以 D 企业的实际情况为基础，对该企业目 前的所处的状况、存在问题、所遇的困难进行分析探讨，并根据当前电力市场发 展局势，对未来发展趋势与变化进行研究、预测，分析总结电力企业进行绩效管 理改革与创新的必然要求。第四章设计了 D 企业绩效管理的改进方案，提出了设 计思路和具体内容，设计了符合 D 企业实际的指标体系和考核流程，并制定了完 善的实施计划，对方案实施效果进行了预期和总结。第五章介绍了 D 企业绩效管II 理方案改革的保障措施，从管理层观念、绩效考核文化建设、培训机制、激励机 制、信息化建设等方面提出建议，以构建出一套符合 D 企业发展的绩效管理体系。 关键词，基层供电企业；绩效管理；改进方案III Abstract Implementation in recent years, as a result of the electric power industry for three sets of five major reform and managing enterprises according to law, the lagging of rural power network planning, enterprise of basic level power supply from high above the monopoly enterprise change as a unit of service, from the previous internal monopoly change as the market competition, in order to enhance the service level and market competition ability of the enterprise, existing performance pay system has been unable to m eet the ever -changing market environment, in D power supply enterprises (hereinafter referred to as company d) also faces enormous pressure, this is the background of this research. Human resource is th e core reso urce of the enterprise, the leve l of human resource management is directly related to the enterprise core competitiveness, and it is very im portant for the surviva l and development of enterp rises. Performance management is an im portant part of human resource m anagement, improve the performance management to enhance the le vel of human resources management, the maximum play the role of the entire staf f of the enterprise. D enterprise perform ance management system is not perfect, the re levant system and supporting measures are not perfect, the performance evaluation method is relatively backward, the application of performance evaluation results can not fully play the role, but dam age the enthusiasm and creativity of enterprise employees, and the prom otion of enterprise benefit and the realization of strategic objec tives. The research of this paper is to improve the performance management system of D enterprises, to better play the role of performance management, and tap the potential of employees, in order to help the enterprise to develop faster and better. This paper mainly adopts the method of combining theory and practice analysis. Taking performance theory as the theoretic al basis, com bined with D enterpr ise performance management practice, tryi ng to study the enterp rise performance appraisal work, to im prove, to prom ote the developm ent of enterprises, and to promote the enterprise to achieve the strategic objectives.IV The main frame of this paper is as follows: the first chapter is the introduction, introduces the background of this research, the signif icance of the research, summarizes the research status of dom estic performance management, and analyzes the related research of the power enterprise perform ance management, and then extracts the research content and fram ework of this thesis. The second chapter is the theoretical basis of the relevant research, analysis of the perform ance management theory, mainly to the domestic advanced performance management theory. The third chapter is the analysis of the status quo of D enterprise perform ance management, based on the actual situation of D enterp rise, the current situation, problem s and difficulties encountered, and according to the current po wer market development situation, the future d evelopment trends and changes in the research, forecasting, analysis and summary of power enterp rises performance management reform and innovation is the inevitable requirement. The fourth chapter designs the improvement scheme of D enterprise perform ance management, puts forward the design idea and concrete content, designs the index system and the evaluation process of D enterprise, and makes a perfect implementation plan. In the fifth chapter, the paper introduces the security measures for the reform of D enterprise performance management, and puts forward suggestions from the aspects of management concept, perform ance evaluation, training mechanism, incentive mechanism, information construction and so on. Key words: basic level power supply enterp rise; performance management; improvement planV 目 录 第 1 章 绪论...............................................................................................1 1.1 论文选题背景 ...............................................................................1 1.2 论文研究意义 ...............................................................................1 1.3 研究综述........................................................................................3 1.3.1 绩效管理研究综述 ...............................................................4 1.3.2 电力企业绩效管理研究 ......................................................6 1.4 研究框架及主要内容 ....................................................................7 第 2 章 相关研究基础 ..............................................................................9 2.1 绩效的涵义 ....................................................................................9 2.2 绩效管理的涵义 ............................................................................9 2.3 绩效管理方法 ..............................................................................10 2.4 绩效管理的目标及功能 ..............................................................11 2.5 实施绩效管理所要遵循的原则 ..................................................11 第 3 章 D 企业绩效管理的现状分析 ....................................................13 3.1 D 企业概况................................................................................... 13 3.2 人力资源现状 ..............................................................................13 3.3 绩效管理现状 .............................................................................13 3.3.1 绩效管理流程 .....................................................................14 3.3.2 现有绩效管理体系弊端 .....................................................15 3.4 绩效管理现存弊端的成因分析 .................................................16 第 4 章 D 企业绩效管理改进方案设计 ................................................19 4.1 绩效管理改进方案的设计依据 ..................................................19 4.1.1 考虑供电企业特点的影响 .................................................19 4.1.2 考虑“三集