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重庆市长寿供电局把对管理人员绩效的考评,作为改变以往按岗级进行绩效分配的重要抓手,真正实现以绩定效,打破长期以来的“大锅钣”分配方式。2012年第三季度,该供电局按照“循序渐进、试点先行”的工作思路,在发展部、营销部两个部门进行管理人员绩效管理试点,用分数体现工作的好坏,直观明了。部门内部的分差出现,带来良性竞争的推动力。工作力度上,用“加法”领导重视,“加”动力。长寿供电局成立了绩效考核领导
Chongqing Changshou Power Supply Bureau takes the evaluation of managers’ performance as an important starting point for changing the performance allocation at the post level, and truly achieves the performance of performance and breaks the long-term distribution pattern of “big pan”. In the third quarter of 2012, the power supply bureau piloted the performance management of managers in the two departments of the Ministry of Development and the Marketing Department in accordance with the principle of “gradual and pilot-first” and showed the quality of the work in a straightforward way with scores. Differences within the department appear to bring the driving force of healthy competition. Work efforts, with “addition ” leadership attention, “plus ” power. Longevity Power Supply Bureau set up a performance assessment leadership