改革开放以来,电力企业在人力资源管理方面,改革了计划经济体制下的传统管理模式,构建了人力资源管理的新模式,采用了一系列新的激励手段,收到了一定的效果。但是,由于受国有企业体制和机制的局限,电力企业在人力资源管理方面至今仍然存在着“成本高、效果差”的问题。电力企业目前人力资源管理的现状众所周知要搞好企业,就必须通过优化和开发企业的人力资源,提升员工队伍的整体素质,激发企业广大员工的积极性和创造性,进而最大限度地提升企业的经营业绩。但是,随着电力企业用于激励员工积极性所花费的成本不断提高,而效果却往往不尽 Since the reform and opening up, the power enterprises have reformed the traditional management mode under the planned economy system, established a new mode of human resources management and adopted a series of new incentive measures in human resources management, which have received some results. However, due to the limitations of the system and mechanism of state-owned enterprises, power enterprises still have the problem of “high cost and poor effect” in terms of human resources management. The status quo of human resource management in electric power enterprises As we all know, to do a good job of enterprises, it is necessary to enhance the overall quality of the workforce by optimizing and developing the human resources of the enterprises so as to stimulate the enthusiasm and creativity of the majority of the employees so as to maximize the operating performance of the enterprises . However, as the costs that utilities use to motivate employees are constantly rising, the effects are often not exhausted