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绩效管理流程是一个完整的循环系统,它从企业战略目标、业务重点分析起,到关键绩效指标(KPI)的建立,将企业战略变为可实施、可管理的内部过程和活动。尽管电力企业的绩效管理工作有效地促进了企业战略的有效实施和员工的健康成长,但也存在一些问题。主要表现为:绩效计划制定不科学、不合理、不均衡。有的指标设置不科学,如:对经营、生产、政工类指标设置上标准不统一;对部分区域和单位的指标设置上存在鞭打快牛的现象;有的指标权重不合理等。
The performance management process is a complete recycle system that begins with the strategic goals of your business, from the analysis of your business priorities, to the establishment of your Key Performance Indicators (KPIs) that transform your business strategy into actionable and manageable internal processes and activities. Although the performance management of power enterprises effectively promotes the effective implementation of enterprise strategy and the healthy growth of employees, there are still some problems. Mainly as follows: performance planning unscientific, unreasonable, uneven. Some indicators set unscientific, such as: on the business, production, political and industrial indicators set standards are not uniform; on some regions and units of the indicators set whipped fast cattle phenomenon; some indicators of weight unreasonable.