以改革之钥提升组织效能

Core Insights - The article discusses the performance management reform at Nanning Mashan Power Supply Bureau, which aims to enhance internal motivation and adapt to high-quality development through a competitive market mechanism [1][2] - The reform shifts employees' focus from individual tasks to overall organizational performance, creating a "community of shared interests" between the organization and its employees [2] Group 1: Performance Management Reform - The Mashan Power Supply Bureau has implemented a three-tiered performance management model that decentralizes performance distribution to the smallest operational units, allowing team leaders to manage performance allocation [1] - A "visualized quantitative work contribution system" has been introduced, which sets standards and prices for regular work and adjusts contributions based on difficulty, risk, and quality factors, utilizing robotic process automation and cloud technology for calculations [1] - The reform emphasizes transparency in performance measurement, enabling employees to clearly understand their contributions and fostering a culture where high performers are recognized [1] Group 2: Impact on Organizational Culture - The reform has transformed employees from being task-focused "executors" to performance-oriented "operators," aligning their goals with the organization's objectives and sharing risks and benefits [2] - Key performance indicators have improved significantly, with the service level for "obtaining electricity" rated as A-grade in regional benchmarks for multiple consecutive quarters [2] - The reform is described as a fundamental adjustment of production relations to enhance productivity, showcasing how state-owned enterprises can unlock potential through profound internal changes [2]