Research On The Application Of Equivalent Payment Mechanism Of Working Hour Points In Operation And Maintenance Company

With the launch of the 14 th Five-Year Plan,China’s economy and society will usher in a new period of development.In order to provide strong energy support for high-quality economic and social development and realize the magnificent goal of building a modern socialist country,it is imperative for the power industry to accelerate industrial transformation and upgrading.As the most basic work unit of Xinjiang Power Transmission and Transformation Company,the front-line operation and maintenance team,to a great extent,influences the significant development of the company,and is the executor and practitioner of power grid operation and maintenance task.With the increase with years of the length of the company’s operation and maintenance line,the continuous upgrading of the voltage level of operation and maintenance line,the stricter and stricter requirements on line operation and maintenance work,and the increasing number of front-line team staff year by year,the front-line team staff are taking greater and greater responsibility.The original performance appraisal and salary distribution mode for front-line staff cannot adapt to the current needs.It is imperative to make change and innovation and improve the system,in order to give full play to the positive incentive effect of performance management and fully mobilize the enthusiasm of front-line team staff.Therefore,it is necessary to reform the performance management mode of the front-line teams of the Operation and Maintenance Company.In this paper,the author first studies the application of equivalent payment mechanism of working hour points of the front-line employees in the Operation and Maintenance Company,which includes the methods of recording working hours,standard rating,and negotiated evaluation to analyze the working hours data and establish the standard working hour points database,use mathematical calculation,data comparative analysis and other methods to calculate the unit price of working hours and formulate the accounting method and distribution scheme of performance bonus,working hour points system and working integral system two-track operation.The second is the analysis of the stage results of the application of equivalent payment mechanism of working hour points,the following problems are identified in the implementation process of the system,e.g.the operability and standard scientificity of working hour points need to be improved,the rationality of work distribution needs to be strengthened,and the salary incentive needs to be strengthened.The main causes for these problems are serious structural shortage of staff,unreasonable salary accounting,the management concept of team leaders has not yet changed,dispatched workers and company employees are paid differently for equal work,and the application of performance appraisal results is not in-depth,etc.Finally,the improvement suggestion of the equivalent payment mechanism of working hour points is put forward.This paper holds that,in the process of the application of the equivalent payment mechanism of working hour points in the Operation and Maintenance Company,more attention should be paid to the research and discussion on the standard of working hour points and the salary distribution;as for the working hour points system,there is no in-depth study on the application of its assessment results,the embodiment of its incentive effect and the construction of the relevant collaborative mechanism.Therefore,the paper puts forward some suggestions,e.g.it is needed to continuously optimize the working hour points database,strengthen the consciousness of staff performance management,break the staff identity barrier,unify the salary accounting standard,strengthen the application of performance appraisal results,deepen the reform of the three systems,promote the construction of talent training and cultivation system,and strengthen the construction of talent team.