关键词：天山集团；绩效管理；优化；研究II
Abstract
The research of real estate enterprise performance management in China started
late, though the introduction of real estate enterprise performance management system
of the west, but in the process of implementation of water and other problems, did not
play a role of employees incentive. In addition, real estate enterprise&39;s brain drain rising
in recent years, as a result, real estate enterprises need a set of scientific and perfect,
reasonable and effective performance management system. Based on tianshan group as
an example, the problems existing in the performance management of the company are
studied, and the problems put forward rational Suggestions. This paper introduces the
management present situation, the tianshan tianshan group group human resources and
the present situation of performance management, performance management, the
problems existing in the tianshan tianshan group group why performance management
problems and tianshan to optimize performance management goal; Focus on optimizing
the performance of organization and management, optimizing the performance
management process and clear management responsibilities, to optimize the
performance appraisal system, improving performance evaluation index and its weights
to design and implement the balanced scorecard is detailed discussed the evaluation
method of performance; Finally the guarantee measures are put forward: top
management support, to form a dedicated team of performance appraisal, the full
implementation of performance appraisal results, build a strong corporate culture and
improve the related management system and a series of safeguard measures can play a
proper role.
KEYWORDS: Tianshan group; Performance management; Optimization; researchIII
目录
摘要 .... I
Abstract ..II
第 1 章 绪论 .......... 1
1.1 选题背景与意义 ... 1
1.1.1 选题背景 ... 1
1.1.2 选题意义 ... 1
1.2 国内外研究现状 ... 2
1.2.1 关于经济增加值的基础理论研究 ....... 2
1.3 主要内容及研究方法 ........... 6
1.3.1 主要内容.... 6
1.3.2 研究方法 ... 7
1.3.3 研究思路 ... 8
第 2 章 相关理论基础 .. 9
2.1 绩效及其特点 ..... 9
2.1.1 内涵 ....... 9
2.1.2 特点及分类 . 9
2.2 绩效管理概念 .... 10
2.2.1 绩效管理的界定 ........ 10
2.2.2 绩效管理的目的 ........ 11
2.2.3 绩效管理的基本要求 .... 12
2.3 完整的绩效管理流程 .......... 12
2.3.1 制定绩效计划 .......... 13
2.3.2 绩效实施与辅导 ........ 13
2.3.3 绩效考核... 13
2.3.4 绩效反馈... 14
2.3.5 绩效考核结果运用和优化14
2.4 绩效管理的主要方法比较 ...... 14
2.4.1 目标管理法14IV
2.4.2 关键指标法15
2.4.3 平衡计分卡法 .......... 15
2.4.4 全视角考核法 .......... 16
第 3 章天山集团绩效管理现状 ...... 18
3.1 天山集团经营现状18
3.1.1 天山集团简介 .......... 18
3.1.2 天山集团的经营现状 .... 18
3.2 天山集团人力资源及绩效管理现状 .......... 19
3.2.1 天山集团人力资源构成分析 .......... 19
3.2.2 天山集团人力资源管理现状 .......... 21
3.2.3 天山集团绩效管理现状 .. 22
3.3 天山集团绩效管理存在的问题 .. 23
3.3.1 绩效计划与实施脱节 .... 23
3.3.2 绩效考核机制不健全 .... 24
3.3.3 绩效反馈不及时 ........ 25
3.3.4 绩效辅导与监督不到位 .. 25
3.3.5 缺少绩效改进环节 ...... 25
3.4 天山集团绩效管理存在问题的成因分析 ...... 25
3.4.1 高层管理者对绩效管理不够重视 ...... 25
3.4.2 缺乏有效的沟通及反馈机制 .......... 26
3.4.3 绩效管理中员工参与不充分 .......... 27
第 4 章天山集团绩效管理优化思路 .. 28
4.1 天山集团绩效管理优化的目标 .. 28
4.1.1 员工的绩效目标和企业目标联系更加密切 .......... 28
4.1.2 使可量化与不可量化的行为绩效指标相结合 ........ 28
4.1.3 绩效管理更加透明，提高员工的参与程度 .......... 28
4.1.4 提高整个团队的合作能力28
4.2 优化的指导思想与原则 ........ 29
4.2.1 优化的指导思想 ........ 29
4.2.2 绩效管理优化的原则 .... 29V
4.3 优化绩效管理组织30
4.3.1 成立绩效管理委员会 .... 30
4.3.2 组建人力资源部 ........ 30
4.3.3 明确绩效考核周期 ...... 31
4.4 优化绩效管理流程、管理明确权责 .......... 32
4.4.1 绩效管理流程优化 ...... 32
4.4.2 明确绩效管理权责 ...... 32
4.5 全面落实绩效考核结果 ........ 32
4.5.1 完善激励考核程序 ...... 32
4.5.2 部门积极配合协助 ...... 33
4.5.3 部门予以配合及协助 .... 33
4.5.4 落实奖励分配 .......... 33
4.6 改进绩效评价指标体系
==>>