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国家电网公司实施“三集五大”组织结构调整后,压缩职能部门,取消了二级部门设置,导致部门责任更加宽泛、部门间协作陡然增多;员工工作职责横向拓宽、纵向延伸。在“三集五大”体系下,由于绩效管理依然采用传统的逐级计划、逐级考核形式,部门间的协作缺乏有效的监督与控制,导致部门协作效能与执行力明显降低。如何创新绩效管理,使得绩效管理新模式与“三集五大”组织模式相匹配,从而不断提升协作效能与执行力,成为当前基层供电公司的紧迫任务。
After the implementation of the organizational structure adjustment of “Three Sets and Five Majorities”, the State Grid Corporation of China reduced its functional departments and eliminated the second-level departmental setting, resulting in a broader division of responsibilities and a sharp increase in inter-departmental cooperation. The work responsibilities of staff expanded horizontally and vertically. Under the system of “three sets and five systems”, performance management still adopts the traditional level-by-level plan and level-by-level assessment, and the lack of effective supervision and control among departments results in a marked decrease in the efficiency and execution of departmental collaboration. How to innovate performance management and match the new model of performance management with the “three sets and five major” organizational models, so as to continuously improve the coordination efficiency and execution power has become an urgent task for current grass-roots power supply companies.