Optimal Design On The Frontline-Worker-Performance Management System In J Power Supply Company

In recent years, in order to adapt the changing internal and external environment, power supply enterprises keep promoting the process of innovation, improving internal human resource management, exploring to construct a correct and compatible performance management system, they launched several campaigns successively including performance appraisal for leaders of the enterprise, performance management for all worker, through constantly improving performance management system, strengthening incentive-oriented management, evaluating all workers’ performance comprehensively, it stimulates workers’ incentives to work and also promotes every individual worker’s personal growth, and promotes a sustained, healthy and rapid development of enterprises.To promote the "two changes", National Grid starts working on constructing the so-called "three-five" system, it compresses the management chain, constructs the intensive, flat and professional management system. As frontline teams in the ultimate execution unit of the company, they are the foothold for the enterprise’s development strategy and other various tasks, so they play the role of fighting bastions in the development of the enterprise. At the critical moment of the reform of power-supply enterprises, it raises many new challenges for the frontline teams in terms of their scale, obligation, and operation mode. Therefore, it is needed to further analyze frontline teams’management modes, especially its performance management system, and how to improve them, in order to accelerate the developing process of frontline teams in coordination with the reform to the enterprise.This paper is based on the management system of the frontline workers, taking workers of the frontline teams working in J power supply firm’s production and marketing business as objects of the research. It launches an investigation into the frontline workers’ performance management system, by applying the philosophy of performance management, it further optimizes the frontline workers’ performance management system in term of the following five sub-systems, i.e., organizational performance, assessment index, evaluation, results application, process monitor. In the aspect of the organizational performance, we further optimize the relationships among the main bodies of the responsibilities, and further clarify the division of the responsibilities; in the aspect of the assessment index, we analyze the nature of works, set up a database for typical performance indexes, establish scoring assessment mode and five standard databases; in the aspect of assessment process, we establish the ad aption "scoring" process, optimize and simplify the chain of evaluating process; in the aspect of performance results applications, we construct worker performance scoring system and apply their performance results to the arrangement of work transfer, training and development, etc; in the aspect of performance process monitor, we establish performance appraisal review by adopting systematic monitoring with real-time notification. Through optimizing the design on the frontline teams’performance management, we analyze a evaluation management mode that is compatible with the development of the firm and its employees, motivating frontline workers’ incentive to work and further develop the function of performance management on motivation, discipline and guidance.The main innovation points of this paper are that, by focusing on establishing frontline workers’scoring assessment mode, we propose some adjustments which optimize the current performance management system to be further adapted to the practice of frontline worker management, and solve the obvious problems such as the end-incompatibility of the frontline unit team, ineffectiveness of the performance management, etc, and ease the contradiction of the "two-ends weakness" in management in order to be adapted to the strategic developments and changes of the firm under its "three-five" system and, at the same time, to achieve an development of the both the employees and the enterprise.