国家电网作为能源战略布局的核心和能源产业链的关键，电力行业的改革与市场化至关重要。为了提升服务质量，供电公司需加快改革步伐，以此树立央企的责任感和良好形象。供电公司具有业务特殊性、服务重要性和运营复杂性等特征，使得公司员工的工作状态在公司管理中起着至关重要的作用。科学的考核机制能客观评估员工表现，依据业绩奖惩，激发工作积极性和创造力，提升生产效率和服务质量。同时，明确的工作目标和考核标准能摆脱慵懒工作状态，激发员工主动性，注重工作质量和效率。因此，绩效管理在供电公司中的应用，不仅是管理手段的创新，更是推动电力公司持续发展的重要保障。

本文通过查阅公司相关文件及规章制度，获得了该公司关于绩效考核的详细背景资料。采取问卷调查进一步了解ZL供电公司目前绩效考核现状，并进行了相关性分析，通过本文的研究发现： ZL供电公司绩效考核体系中存在绩效考核目标没有结合实际、指标设计不全面、反馈信息不准确以及结果利用不充分的问题。针对这些问题，以马斯洛需求层次理论、斯金纳强化理论和亚当斯公平感知理论为依托进行了优化完善。第一，基层电力公司在进行绩效考核管理目标设定时，若不与实际相结合，则可能导致制度僵化，使得绩效考核结果大打折扣，应在上级的战略目标基础上，依据实际层层分解到个人，同时紧密结合基层实际工作；第二，电力公司在进行绩效管理指标设计时应树立科学的绩效管理理念，加强宣贯，深抓理念，对绩效考核指标合理量化，同时丰富绩效考核方法；第三，加强绩效管理全过程的监控，可及时识别员工的短板与困境，增强员工的信心和工作积极性，从而有效提升个人绩效和部门绩效，ZL供电公司应制定完善的绩效考核沟通及反馈机制；第四，针对不同类型的职工进行差异化考核可以有效避免轮流坐庄问题，实现更公平的激励机制，ZL供电公司应强化绩效考核结果的应用，实现人力资源的优化配置。

通过以上的优化方案，解决产生绩效管理问题的根本原因，确保优化方案得到更好的施展与落实。期望能够提升ZL供电公司绩效考核的公正性、准确性和有效性，为公司的长远发展提供有力保障。同时，也希望能够为其他相似电力公司的绩效考核提供有益的借鉴和参考。

As the core of the energy strategic layout and the key of the energy industry chain, the reform and marketization of the power industry are crucial. In order to improve the service quality, power supply enterprises need to accelerate the pace of reform, so as to establish a sense of responsibility and a good image of the central enterprise. The business particularity, service importance and operation complexity of power supply enterprises make the working state of employees play a crucial role in enterprise management. A scientific assessment mechanism can objectively evaluate the performance of employees, reward and punish according to the performance, stimulate the enthusiasm and creativity of work, and improve the production efficiency and service quality. At the same time, clear work objectives and assessment standards can get rid of the lazy working state, stimulate the initiative of employees, and pay attention to the quality and efficiency of work. Therefore, the application of performance management in power supply enterprises is not only an innovation of management methods, but also an important guarantee to promote the sustainable development of power supply enterprises.

This article obtains detailed background information on the company's performance appraisal by consulting the company's relevant documents and rules and regulations. A questionnaire survey was taken to further understand the current performance assessment status of ZL power supply company, and carried out a correlation analysis. Through the research of this article, it was found that there are problems in the performance appraisal system of ZL power supply company that The assessment objective is not combined with the reality, the index design is not comprehensive, the feedback information is not accurate and the result is not fully used. In response to these problems, it has been optimized and improved based on Maslow's demand hierarchy theory, Skinner reinforcement theory and Adams's fair perception theory. First, the grassroots power company should set the performance evaluation management target in accordance with the actual situation, otherwise it may lead to rigidity in the system, causing the performance evaluation results to be greatly reduced. It should base its goals on the strategic objectives of the superior and decompose them into individual levels in accordance with the actual situation. At the same time, it should closely combine with the actual work at the grassroots level. Second, the power company should establish a scientific performance management concept when designing performance management indicators, strengthen publicity and education, deeply grasp the concept, and reasonably quantify the performance evaluation indicators. At the same time, it should enrich the performance evaluation methods. Third, it should strengthen the monitoring of the entire performance management process to identify the shortcomings and difficulties of employees in a timely manner and enhance the confidence and work enthusiasm of employees, thereby effectively improving individual performance and department performance. ZL Power Supply Company should formulate a complete performance evaluation communication and feedback mechanism. Fourth, differentiated evaluation for different types of employees can effectively avoid the problem of rotating the throne and achieve a more fair incentive mechanism. ZL Power Supply Company should strengthen the application of performance evaluation results and realize the optimal allocation of human resources.

Through the above optimization scheme, the root cause of the performance management problem is solved, and the optimization plan is better implemented and implemented. It is expected to improve the fairness, accuracy and effectiveness of the performance appraisal of ZL power supply company, and provide a strong guarantee for the long-term development of the company. At the same time, I also hope to provide useful reference for the performance appraisal of other similar power companies.

参考文献
[1] 许妮妮.绩效考核在人力资源管理中的作用研究[J].中国集体经济,2024,(08):141-144.
[2] 石文玲.优化管理提升企业绩效考核的科学性与公平性[J].中国商界,2024,(03):152-153.
[3] 徐志保.企业员工高质量绩效考核管理研究[J].现代商业,2023,(23):157-160.
[4] 杨小卫,张传振,廖耀隆,等.基于战略闭环的绩效管理体系研究[J].中国产经,2024,(04):179-181.
[5] 蔡文琴.简析国企人力资源管理中的绩效考核[J].人才资源开发,2023,(24):82-84.
[6] 智建丽,王宇.基于绩效管理理论的种业公司绩效考核体系构建[J/OL].分子植物育种,1-6[2024-03-28].
[7] 刘亚,张悦.电力企业绩效管理存在的问题及对策探讨[J].企业改革与管理,2023,(20):100-101.
[8] 刘贤文,张明明,彭海燕.绩效“引擎”带出新动力——国网江西电力重构薪酬考核分配机制[J].江西电力,2020(5):30-33.
[9] 查杰,娜比拉·海萨尔.基于平衡计分卡的供电公司绩效考核体系研究[J].营销界,2020(48):121-122.
[10] 赵健男.大连供电公司绩效管理问题及对策研究[D].大连理工大学,2014
[11] 游思语.国网SC供电公司绩效管理体系优化研究[D].郑州大学,2019.
[12] 郝建龙.国有企业绩效管理的实践探索[J].现代商业,2020(10):132-134.
[13] 艾兵.国有企业人力资源绩效管理优化分析[J].科技创业月刊,2017(08):86-87.
[14] 王淑红,王玉同,马佳意.关系实践对员工绩效改进动机的影响研究[J].科研理,2018(05):147-155.
[15] 邓旭东,蒋黎.打造全业务流程管控平台[J].企业管理,2018(01):33-35.
[16] 王孟华.电力企业中层管理人员绩效考核研究[J].河北企业,2020(01):46-47.
[17] 田嘉.电力公司绩效管理考核指标优化策略探讨[J].企业改革与管理,2017(17):89-90.
[18] 赵广杰,谢晨,王锐.按照“三项制度”改革要求强化人力资源管理[J].中国电力教育,2019(12):21-22.
[19] 李雨峰.浅谈绩效管理中的沟通[J].经营管理者,2017(1):223.
[20] 毕意文,孙永玲.平衡计分卡中国战略实施[M].第二版.北京:机械工业出版社,2011.
[21] 方振邦,冉景亮.绩效管理(第二版)[M].科学出版社,2016:202.
[22] 付亚和,许玉林.绩效管理[M].上海:复旦大学出版社,2003.
[23] 康家伟.基于平衡计分卡的Z公司绩效考核体系构建[D].内蒙古工业大学,2019.
[24] 郭娟，梁梁.平衡记分卡在不同类型团队绩效评定中的应用[J].管理科学,2004,（04）：25-30.
[25] 赵洋.供电公司绩效管理困境与出路探究[J].人才资源开发,2017(22):201-202.
[26] 崔洁.论绩效考核指标体系设计.能源技术经济,22卷.9期.1674-8441（2010）09-0052-06
[27] 孔卫文.企业的班组量化管理与创新激励机制［J］.中国商论，2017（34）：89-90.
[28] 郭嘉诚.基于平衡计分卡的AY供电公司绩效考核体系优化研究[D],2021.
[29] 段璞真.W供电公司绩效考核体系优化研究[D],2022.
[30] 王飞.国网H供电公司绩效管理优化研究[D],2022.
[31] 崔洁.论绩效考核指标体系设计.能源技术经济,22卷.9期.1674-8441（2010）09-0052-06
[32] 孔卫文.企业的班组量化管理与创新激励机制［J］.中国商论，2017（34）：89-90.
[33] 孙苒,方敏,冯浩,张玲玲.电力企业柔性绩效管理模式研究[J].中国管理信息化,2020(08):134-136.
[34] 刘亚,张悦.电力企业绩效管理存在的问题及对策探讨[J].企业改革与管理,2023(20):100-101.
[35] 郭娟,梁梁.平衡记分卡在不同类型团队绩效评定中的应用[J].管理科学,2004,17(4):25-30.
[36] 张宗阳.基于服务支持型企业人力资源激励机制研究[J].经济与社会发展研究,2023(19):133-135.
[37] 田玉琴,李晓慧.电力企业人力资源薪酬绩效管理策略研究[J].电脑采购,2022(30):101-103.
[38] 林媛.电力企业提升人力资源绩效管理的途径探讨[J].中国市场,2021(1):84,86.
[39] 何小闯.人力资源管理中激励机制的运用与强化[J].人才资源开发,2021(6):85-86.
[40] 赵爽.国有企业绩效管理与廉政风险防控问题探究——基于程序理性与结果理性视角[J].财会通讯,2020(14):119-122.
[41] 孙超.基层国有企业人力资源绩效考核体系构建初探[J].中国高新技术企业,2017(12):298-299.
[42] 郭稼.电力公司绩效管理考核指标优化策略探讨[J].人才资源开发,2020(12):93-94.
[43] 王凡,秦伟刚.S电力公司卓越绩效管理体系优化研究[J].上海质量,2021(7):55-60.
[44] 刘文森.供电公司绩效管理机制的运行[J].管理观察,2019(34):39-40.
[45] 薛鹏.地市级供电公司全面风险管理体系的优化设计[J].经济研究导刊,2022(24):20-22.
[46] 曹婷婷.SD公司员工绩效考核体系优化研究[D].北京:北京交通大学,2020.
[47] 张一凡.A公司绩效考核体系优化研究[D].山东财经大学,2021.
[48] 何文强.ZJ公司员工绩效考核研究[D].陕西:西安石油大学,2020.
[49] 罗艳.国有企业职能部门管理人员绩效管理优化[J].商业观察,2022(21):65-68.
[50] 刘西亮,李颖.供电企业"三级"绩效管理体系建设与实施[J].智库时代,2018(45):102-103.
[51] 高新丽.从绩效管理的连带作用看电力企业薪酬管理的重要性[J].南方农机,2018,49(16):169.
[52] 沈笑寒.Y供电公司绩效管理优化研究[D].江西:南昌大学,2021.
[53] 赵辛.平岭供电公司绩效管理优化设计[D].华北电力大学,华北电力大学(北京),2019.
[54] 郝建龙.国有企业绩效管理的实践探索[J].现代商业,2020(28):132-134.
[55] 张冰艳.浅谈如何提高企业绩效管理中有效沟通的作用研究[J].中国民商,2022(1):103-105.
[56] 冯莉莉.有效绩效沟通成就高效绩效管理的探讨[J].中小企业管理与科技,2023(22):106-108.
[57] 毛义华,康晓婷,方燕翎.创新氛围与知识管理对创新绩效的影响研究[J].科学学研究,2021,39(3):519-529.
[58] 孙文川,侯婷.山东:改革就要动真格[J].国家电网,2019(2):58-59.
[59] 张志学.绩效考核管理在企业中长期工作规划落实执行过程中的督促保障作用探讨[J].企业改革与管理,2021(5):92-93.
[60] Farndale E, Kelliher C. Implementing performance appraisal: Exploring the employee experience[J]. Human Resource Management, 2013, 52(6): 879-897.
[61] Dewettinck K, van Dijk H. Linking Belgian employee performance management system characteristics with performance management system effectiveness: exploring the mediating role of fairness[J]. The International Journal of Human Resource Management, 2013, 24(4): 806-825.
[62] Podgórski D. Measuring operational performance of OSH management system–A demonstration of AHP-based selection of leading key performance indicators[J]. Safety science, 2015, 73: 146-166.
[63] Bellisario A, Pavlov A. Performance management practices in lean manufacturing organizations: a systematic review of research evidence[J]. Production Planning & Control, 2018, 29(5): 367-385.
[64] Carneiro-da-Cunha J A, Hourneaux Jr F, Corrêa H L. Evolution and chronology of the organisational performance measurement field[J]. International Journal of Business Performance Management, 2016, 17(2): 223-240.
[65] Cooper D J, Ezzamel M, Robson K. The multiplicity of performance management systems: heterogeneity in multinational corporations and management sense‐making[J]. Contemporary Accounting Research, 2019, 36(1): 451-485.
[66] Moradi S, Ansari R, Taherkhani R. A systematic analysis of construction performance management: Key performance indicators from 2000 to 2020[J]. Iranian Journal of Science and Technology, Transactions of Civil Engineering, 2022: 1-17.
[67] Mio C, Costantini A, Panfilo S. Performance measurement tools for sustainable business: A systematic literature review on the sustainability balanced scorecard use[J]. Corporate social responsibility and environmental management, 2022, 29(2): 367-384.
[68] Robert M, Giuliani P, Gurau C. Implementing industry 4.0 real-time performance management systems: the case of Schneider Electric[J]. Production Planning & Control, 2022, 33(2-3): 244-260.
[69] Murphy K, DeNisi A. New approaches to dealing with performance management: getting rid of performance appraisals is not the answer[J]. IIM Ranchi journal of management studies, 2023, 2(2): 143-158.
[70] Li Y, Reichert B E, Woods A. The interactive effects of performance evaluation leniency and performance measurement precision on employee effort and performance[J]. Advances in accounting, 2024, 64: 100731.
[71] Uraon R S, Kumarasamy R. The impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay: the mediating role of job engagement[J]. Employee Relations: The International Journal, 2024, 46(2): 408-431.
[72] Vidè F, Micacchi L, Barbieri M, et al. The renaissance of performance appraisal: engaging public employees through perceived developmental purpose and justice[J]. Review of Public Personnel Administration, 2023, 43(4): 623-651.
[73] Mufeeda Shadiya, . The Influence of Performance Appraisal System on Employees from Work Motivation and Satisfaction[J]. Journal of Global Economy, Business and Finance, 2022, 4(10)
[74] Nagi A H, Asad M, Khalid Z, et al. The effect of performance appraisal politics on deviant work behavior: The mediating role of job satisfaction[J]. Human Systems Management, 2022, 41(5): 583-596
[75] Su Sophia, Baird Kevin, Tung Amy, et al. Controls and performance: assessing the mediating role of creativity and collegiality[J]. Journal of Management Control, 2022, 33(4):449-482.
[76] Brefo-Manuh Adwoa Benewaa, Anlesinya Alex, . Performance appraisal justice and work attitudes of health-care workers in Ghana[J]. European Journal of Training and Development, 2023, 47(12):24-42.