国家电网公司正处于加快创建“三型两网、一流企业”，完成“一强三优”现代公司战略目标的攻坚时期。员工工分制是公司绩效管理框架中不可或缺的组成部分,其在落实企业战略目标、确保企业持续健康发展等方面意义重大。面对新的形势和要求，为确保公司工分管理扎实落地，需要从方法上进行改进以更贴合实际工作的开展。

本文以典型变电生产班组为绩效管理工分制改进的研究对象，通过查阅该班组员工2018年两个月工作任务完成情况表和改进前工分分值设置情况，结合员工反馈信息比对结果数据是否客观、全面和真实，后以调查问卷的方式全面了解该班组绩效管理工分记录中的真实情况，并统计员工目前满意度、反馈结果和改进建议等。

在全面掌握现状和职工诉求的基础上，借鉴国内外相关研究文献设计和改进方法，贯彻国家电网公司关于绩效管理工分制度部分的要求和操作步骤，以公司生产专责为主要人员组成工分制度改进评议团讨论并决议工分制度的改进方向、力度和预期目标。通过专家评议打分将从企业级KPI（关键绩效指标）逐层分解得到的班组级KPI相关49项核心工作重要程度两两对比，应用层次分析法得到49类工作重要程度的两两比较结果，量化后得到工分基础分值。参考问卷调查中的员工建议内容，通过专家评议团的讨论并确定出影响和参与工分值运算的员工年龄、性别、学历、职称等级和技能等级五大因素，根据五类因素的影响程度确定出各个权重系数。经过评议团再次讨论，标出受上述五类因素影响的班组员工核心工作项目，经研究确定出年龄、性别、学历、职称等级和技能等级五类影响因素参与计算的条件。利用熵值法计算出5类参与调整工作项目分值因素的权重系数，最终以“层次分析法+熵值法”分析的模型确定出最终班组员工差异性工作工分分值。

为了保证该班组员工工分记录的真实性、全面性和有效性，让员工工作积分统计结果能够真实地记录员工工作情况。依靠信息技术开发设计一套方便记录员工工分的后台程序，配合公司绩效管理要求相关文件开展使用方法培训和文件精神宣贯学习来作为此次研究的保障措施。

本改进研究在该班组经2个月的运用后，经过调查问卷统计，员工满意度有很大上升，员工工作更加积极主动。B供电公司生产班组工分制改进后比较符合现代电力企业生产班组的生产作业实际，相比传统工作工分计分方法更加科学、客观，对员工的激励作用也更加明显，在全公司系统有推广意义。

tate Grid Corporation of China is experiencing the critical period of creating a hub-oriented, platform-based and shared power grid, a strong smart power grid and a Ubiquitous Power Internet of Things (UPIoT) and developing itself into a top-ranking enterprise and realizing the modern corporate strategic goal of ensuring a strong power grid and providing superior assets, excellent services and outstanding performance. As a key component of corporate performance management, the staff work point system plays an irreplaceable role in implementing corporate strategic goals and ensuring the sustainable and sound corporate development. In face of new situations and requirements, it is of great necessity to methodologically improve the corporate work point management to substantially implement the management and make it more adaptable to actual businesses.

In this paper, a typical substation production team is taken as the study object for the improvement of performance management work point system. In addition, the author has referred to the list of completed tasks by the members of this production team in two months of 2018 and the work point settings before the improvement. The author has also checked whether the result data is subjective, comprehensive and true according to the staff’s feedback and then gained a full understanding towards the accuracy of performance management work point record for this team through questionnaires. Furthermore, the author has performed statistics to the staff’s current satisfactions, feedbacks and proposals.

After fully understanding the current situation and the demand of the staff, the author has referred to relevant literature designs and improvements both at home and abroad, thus implementing the requirements and operating procedures of State Grid Corporation of China on the performance management work point system. The main personnel of the Company’s production task force constitute a work point system improvement review panel to discuss and determine the priority, intensity and expectancy of the work point system improvement. Based on the review and scoring by related experts, the enterprise-level KPIs are subdivided level by level, thus acquiring 49 core tasks related to the team-level KPIs. Relying on analytic hierarchy process, these 49 tasks are compared in pair in terms of importance. At last, the result of paired comparison is acquired and quantified as the benchmark of work points. According to the items proposed by the staff in the questionnaires, the review panel has finalized five factors that influence and participate in the calculation of work point values based on deliberations. They include the age, sex, educational background, professional qualification and skill grade of the staff. The weight coefficient of each factor is determined according to respective influence. After further discussions, the review panel has picked out the core items influenced by the above five factors for team members and finalized these five factors as the criteria for work point calculations. The weight coefficient of five factors involved in the adjustment of scores for different items is calculated using the entropy method. Differential wok points are finalized for all the team members through the model combining AHP with entropy method.

It is proposed that a background program should be designed and developed through information technologies, facilitating to record the staff’s work points. This program will help ensure the true, comprehensive and effective record of the staff’s work points and make the statistical result of work point record the staff’s daily work in more truthful way. The program should be used together with the Company’s document on performance management requirements for the operation method training and top priority fulfillment & study, thus providing effective supports for the study.

After two months of operation at this team, the updated work point system has greatly improved the staff’s satisfaction and initiative according to the result of questionnaire survey. After above improvements, the work point system for production teams of Electric Power Company B has better adapted to the actual production and operation of production teams in modern electric power enterprises. In comparison with traditional work point systems, it is more scientific and objective, and more efficient in encouraging the staff. In conclusion, it is significant to promote the updated work point system in the whole corporation.