Research Of Performance Management In State Grid JB Branch

Performance management has gradually been considered as the top priority of internal management of enterprises and public institutions with the inception of it.Especially in enterprises of perfect competition,performance management has evolved to be more and more mature,serving as the "baton" to the production management and human resource management of enterprises,and taking the role of "booster" to achieve high-speed and healthy development of enterprises.For state-owned enterprises such as State Grid JB Branch,the active implementation of performance management has a particularly important practical significance,which is conducive to greatly improving the internal administrative management efficiency of the wholly state-owned enterprises,conducive to optimizing the allocation of production and operation capital resources and enhancing the profitability of the enterprise,as well as conducive to accelerating the leader and staff troop construction,and promoting the development of both enterprises and employees.Based on a plenty of field visits and questionnaire surveys,through consulting a large deal of enterprise performance management archives,it found that there are six major problems in the process of implementing performance management in enterprises: 1.There is a great resistance among employees,which results in various obstacles to the implementation of performance management;2.The concept of performance management is too conservative and fails to achieve the deep and close integration with the actual situation of the enterprise;3.The system setting of performance indicators is mechanized and unified,which cannot meet the requirements of differentiated management;4.The feedback channel of information during the assessment is not smooth,and the assessment results are not recognized and accepted by employees;5.The design of the performance management system is relatively closed,and it has not formed a comprehensive multi-dimensional evaluation system;6.The application of the assessment results is limited,which produces no obvious incentives and disciplinary effects.Based on accurately studying and judging the resistance and limitations of the performance management of the State Grid JB Branch,the author applied methods such as literature analysis,field survey,questionnaire survey,comparative analysis,comprehensively relied on the theoretical basis of "Key Performance Indicator Theory",adopted the "Fishbone Diagram" analysis method to establish a performance indicator system,optimized the evaluation through the "PDCA Circulation",and finally proposed targeted solutions: 1.Establish a correct performance management concept from top to bottom,and effectively reduce the resistance from employees;2.Through scientific layout and bold advancement,give full play to the role of performance in promoting development;3.Customize the performance indicator system to meet the management requirements of clear division responsibility and obvious differences;4.Smooth the information feedback channels in the assessment process,and improve the recognition of the assessed divisions and individuals;5.Implement a 360-degree environmental impact assessment mechanism and build a comprehensive multi-dimensional evaluation system;6.Adhere to the full disclosure of evaluation and the application of results,and truly play an incentive and punishment role.Through the research in this paper,it provided a comprehensive and valuable reference for the performance evaluation of other wholly state-owned enterprises and party and government organizations similar to the JB Branch of State Grid: 1.Broaden the dimensions of assessment and strengthen the discipline supervision of assessment;2.Strengthen daily management and enhance the effectiveness of performance management;3.Build a performance culture and give full play to the maximum effects of performance;4.Pay attention to multiple incentives and strengthen the application of assessment results.By accomplishing the above aspects,it can achieve the following objectives including reduce employee resistance,satisfy the management requirements with obvious differences in departmental rights and responsibilities,improve the recognition of the assessed divisions and individuals,and truly give play to an incentive and disciplinary role.