哈佛大学商学院教授迈克尔·波特提出,企业的价值创造是通过一系列活动构成的,这些活动可分为基本活动和辅助活动两类,基本活动包括内部后勤、生产作业、外部后勤、市场和销售、服务等;而辅助活动则包括采购、技术开发、人力资源管理和企业基础设施等。这些互不相同但又相互关联的生产经营活动,构成了一个创造价值的动态过程,即价值链。目前,电力企业人力资源管理工作普遍缺乏系统性,缺乏战略指导,工作模式仍停留在职能管理,没有承担起对业务部门提供服务和支持的职责,无法与企业的业务流程发展结合起来。而价值链则给我们提供了一个全新的视角,它 Michael Porter, a professor at Harvard Business School, suggests that the value creation of an enterprise is made up of a series of activities that can be divided into two basic and ancillary activities. The basic activities include internal logistics, production operations, external logistics, markets and Sales and service, etc. Auxiliary activities include procurement, technology development, human resources management and enterprise infrastructure. These different but interrelated production and business activities constitute a dynamic process of creating value, namely the value chain. At present, human resource management in power enterprises generally lacks systematicness and lacks strategic guidance. Its working mode still remains in functional management. It does not assume the responsibility of providing services and support to business units and can not combine with the development of business processes. The value chain gives us a completely new perspective