摘 要

“所谓组织管理就是人力资源管理,最终展现出来的是组织绩效。”出自现代管理

学大师德鲁克。那么一个企业的绩效管理好坏也直接决定了这个企业的经营状况。企业

经营的目的就是为了创造利润,同时提高企业经营的活性,那么绩效管理就是最直接的

反应和控制企业经营的一种针对管理的有效工具,所以绩效管理得到各行各业广泛的应

用同时也收到良好的效果。在这一有效的管理理念的引导示范下,近些年来,“绩效管

理”受到了各企事业单位越来越多的关注和重视,同时随着人力资源成为一门学科得到

深入研究,那么绩效管理作为人力资源管理中的重要工具,其理论、思想、技术、及经

验更多的被各企事业单位所采用,在国内激烈的市场竞争中,企业的综合能力和经营活

力越发成为企业在市场竞争中的制胜法宝,作为有效管理业绩的工具,绩效管理越发得

到各企事业单位的重视,但就实施效果来看,各家企业的绩效管理都起着不同的作用,

同时在管理过程中也出现这样那样的问题。

南京R集团公司是一家民营房地产企业,经过多年的绩效管理现己形成一套完善的

绩效管理体系,公司所有工作的绩效目标都奉行可量化、可执行、可考核、有时间节点,

获得了很好的执行效果,同时在企业内部建立了完善的系统的内部管控体系。随着南京

R集团公司的企业规模的不断扩大,在取得良好经营业绩的同时,企业的凝聚力、向心

力、员工粘度却在下降,人才流失,各部门出现工作推诿,不愿承担,推卸责任,这些

问题都在拷问着公司的领导。

本文以南京R集团公司为背景,通过管理中的典型事例,结合企业绩效管理理论和

人力资源相关领域理论知识,对南京R集团公司绩效管理实施中出现的管理问题和存在

的管理隐患进行分析,同时根据南京R集团公司的实际情况,提出建议和对策。

关键词:南京R集团公司;绩效管理;绩效管理导向

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南京R集团公司绩效管理案例研究

Case study on performance management of Nanjing R group company

Abstract

The so-called organizational management is human resource management, and

ultimately unfolds is organizational performance. cited from modern management guru Peter

Drucker. The business performance management directly determines the quality of the

business situation. The purpose of a business is to make profits, and to increase the business

activity, so performance management is one of the most direct response and a effective tools

of management. The performance management has been widely used in various industries and

gained good results. With this management concept, performance management has become

more and more important in enterprises and institutions in recent years. It has been developed

as a important tool for the human resources management and has been used by more

organisations.Although performance management has been widely used within China,

depends on the enterprises, the outcomes could be various, and there could be problems

during the deployment.

Nanjing R Group is a private real estate companies. After years of using performance

management, it has built up a mature management system and all the targets are quantifiable,

enforceable, can be timed and well implemented. With the continuous expansion of business,

Nanjing R group meets the problem about the company's cohesion, solidarity,falling

employees' viscosity, the brain drain and work prevarication between departments. All these

need to be faced.

In this paper, referencing Nanjing R Group, we combine enterprise performance

management theory with human resources management, report ans analyse its

Implementation and management problems and finally provide some recommendation and

countermeasures.

Keywords: Nanjing R Corporation; performance management; performance

management guide

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