Research On The Work Scored Remuneration System Of Front-Line Employees Of Jiangxi Jianxiu Company Under The Background Of System Reform

As a large state-owned monopoly energy enterprise,electric power enterprises are closely related to social development and have received attention from all walks of life.As a bridge connecting power generation and consumption,power grid enterprises are at the forefront of power system reform,and their human resources management has also undergone new changes.General Secretary Xi Jinping pointed out that in order to do a good job in state-owned enterprises,we must reform.If the reform succeeds,it will become a modern enterprise.Promoting high-quality development and building world-class enterprises is the goal,direction and fundamental follow of the Nineteenth National Congress of the Communist Party of China for the reform and development of state-owned enterprises in the new era.Under the background of the "three systems" reform of state-owned enterprises,the state-owned network company carries out the guidance of the Central Committee of the Communist Party of China on deepening the reform of state-owned enterprises in order to build a market-oriented labor and income distribution mechanism and support the construction of world-class energy Internet enterprises with excellent competitiveness.Because the old management model of each unit inevitably has some shortcomings of mechanization and formalization,most of them adopt the "one size fits all" model with rigid mechanism.Their quantitative management is embodied in task plan,and the objectivity and impartiality of performance evaluation are difficult to guarantee.Therefore,the personnel performance evaluation system needs to be improved urgently.Jiangxi jianxiu company of State Grid is a subsidiary company of State Grid.In recent years,it has undergone several times of direct leadership changes,the staff performance management system and management system have also changed repeatedly.With the change of organization,production business process and other production and management systems brought about by the construction of key projects of UHV entering Jiangxi,as well as the advancement of the "three systems" reform of state-owned enterprises,the original performance management model will inevitably face adaptable changes.Five independent professional zones: primary overhaul,relay protection,information and communication,transmission and maintenance,will be integrated and promoted in the context of reform and development.Therefore,the old backward performance appraisal techniques and methods have already existed the situation of psychological conflict and inadequate propaganda among employees,and the distribution of performance pay is not stable.The disconnection between management and production seriously affects the enthusiasm and creativity of grass-roots employees,especially the enthusiasm of core employees.Over the past three years,family relations and incompatible treatment and expectations have become the main reasons for the departure of several front-line employees.Many of them are elite talents with doctoral degrees,which also affect the stability and unity of the company to a certain extent.In the long run,the backward means of performance management will even affect the evaluation of the tender by the company's peers,which will damage the improvement of the company's overall economic efficiency and the realization of the company's overall strategic objectives.This paper uses Delphi method,Analytic Hierarchy Process and Key Success Factor Method to diagnose and improve the company's original performance management system for front-line employees.It adopts a concise and easy-to-understand performance appraisal system-"1+N" scoring and remuneration system.On the basis of in-depth analysis and study of the characteristics of various work tasks in the work area,it aims at formulating construction plans and analyzing the work characteristics of the work area.Six key performance management links are established,including time warehouse,management system,division pricing and design matching model.In the whole process of performance management,the "1" basic method and "N" supplementary method are determined,so as to make the time integral and equal price payment mechanism more adaptable,pertinent,practical,effective and incentive in different production zones,and to ensure that it is correct.There are different types of teams and employees to achieve accurate assessment,so as to decompose and refine daily work while balancing weight.By using a unified value dimension to regulate performance integral,we can achieve the same score and price for front-line employees,break the boundary between teams and months,and can directly be used to calculate performance wages of employees,enhance the incentive intensity and validity of the evaluation of work integral system,and solve the problems existing in the previous work integral system,such as the inconsistency of labor measurement units,so as to make different specialties.Horizontal comparisons can also be made between industry teams and employees.Since the trial operation of the "1+N" scoring and remuneration system in Jiangxi jianxiu company of State Grid for three months,the objective quantitative basis has been provided for the evaluation of teams and staff,which makes the cumulative working hours of each team and staff in the same statistical cycle clear and clear.Finally,the workload of each team and staff can be accurately measured,and the grass-roots team can reasonably allocate team members and sections.Learning to work out team work plans for the purpose of improving labor efficiency has also greatly stimulated the vitality of employees,making employees' attitudes towards performance appraisal change from "perfunctory" to "attention",from "resistance" to "affirmation",from the original "waiting to do" to "rushing to do",taking the initiative and daring to act,making the management of employees more smoothly and executing ability greatly improved.It has important practical significance for Jiangxi jianxiu company of State Grid to attract talents,retain talents,give full play to the enthusiasm of talents and overall human resources management.