Research And Application About Optimizing Performance Evaluation Model In Power Grid Enterprises

With the deepening of the electric power reform,the operation cost of power grid enterprises is being compressed.In terms of personnel motivation,there are still phenomena such as equalitarianism and big pot rice,and the internal distribution mechanism of increasing and decreasing energy has not been fully established.How to utilize the limited cost,use the performance evaluation tool,maximize the motivation of the staff,stimulate the internal motivation of the staff,has become one of the difficulties faced by each power grid enterprises.This thesis selected G Power Supply Bureau as the research object,sorted out the relevant literature such as the concept of performance evaluation,performance evaluation model and performance evaluation of state-owned enterprises,and analyzed the existing problems of performance evaluation of D department by combining with the in-depth investigation and interview of D department of G Power Supply Bureau.Through the integration of various performance evaluation systems such as 360-degree assessment,KPI,BSC and so on,the original model was optimized and transformed through the comprehensive evaluation of personnel from three indicators of quantitative,qualitative and personnel growth.The analytic hierarchy process was used to determine the weight of each indicator in the new model,and the weights were automatically calculated by executable script,so as to realize the automatic weight calculation and reduce the difficulty of popularization and application.Finally,the optimized model was applied in the D department on a pilot basis.The optimized performance evaluation model meets the objectives of unified model,comprehensive elements,strong expansibility and easy promotion,which can be applied to other departments of G Power Supply Bureau and other power grid enterprises to achieve effective management and evaluation of operators.Under the current environment that power grid enterprises strictly control the management cost,maximize the role of the "baton" of performance evaluation,stimulate the enthusiasm of front-line operators to work,and realize "doing more and doing less is not the same".