HSJ 房地产想要健康稳定的发展，建立一套符合自己的绩效考核体系尤为重要，公
司现在面临的问题就是整体的管理方法及公司指导思想与现代先进企业的管理模式还
有很大的差距，绩效管理体系不健全且推行时间短，贯彻实行不彻底等
本文结合笔者实际工作中遇到的问题及困难，采用定量分析及定性分析相结合等多
种方法，在参阅国内外权威人力资源绩效管理书籍和对同行业内成功企业绩效管理体系
学习的基础上，秉承着理论与实践相结合的原则，通过对 HSJ 房地产公司现有人力资源
绩效考核体系的探究，将现存绩效考核体系当中存在的问题一一列出，重新整理，通过
访谈、调查问卷、理论研究与实践相结合等原则，分析企业发展目标、发展需求，并将
发展目标逐层分解，责任落实到部门和个人，在考量 HSJ 房地产公司战略发展目标时，
笔者综合多方面因素，建立起 HSJ 公司战略指标模型，该指标模型为本文创新点
结合 HSJ 房地产发展的实际情况，构建了针对部门、个人的绩效考核指标及权重，
综合运用了平衡计分卡法、360 度绩效考核法以及关键指标等方法，综合考量了事前计
划，事中管控，事后反馈等全过程管控，力求绩效考核的公平公开和公正，并建立申诉
体系和制度、管理、人员等方面的保障。本体系成功的在 HSJ 房地产日常管理中得到应
用并为公司发展提供了新动能。同时，笔者尝试寻找共性，总结出一套完整的，适合中
国现阶段民营企业发展的绩效考核的模型，为各个企业提供借鉴及参考
关键词：地产；绩效考核；体系建立；目标分解Abstract
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Abstract
With the rapid development of economy in the current society, the core competitiveness
of an enterprise has gradually shifted from capital to talents. It is necessary for enterprises to
strengthen the management of talents in order to be in a vantage point in the competition. The
establishment of performance management system is an indispensable part of a mature
enterprise management system. HSJ real estate tries to establish a set of scientific and
effective performance evaluation system for the purpose of making the company run quickly
and complete the development goal of the enterprise faster and better.
It is of great significance for HSJ real estate to establish a set of suitable performance
evaluation system in order to develop healthily and stably. The problems that the enterprise is
facing now are the big gap between the overall management strategies and guiding thoughts
of the enterprise and management mode of the modern advanced enterprises, the imperfect
performance management system and the incomplete implementation and so on.
Combined with the problems and difficulties the author has encountered in the actual
work, the essay adopts the combination of quantitative analysis and qualitative analysis as
well as many other methods, consults the domestic and foreign authoritative books on human
resource performance management, depends on some enterprises’ successful performance
management system, adheres to the principle of combining theory with practice, explores the
current human resource performance evaluation system of HSJ real estate and lists the
problems existed in the current performance evaluation system. Through interviews,
questionnaires and the combination of theory and practice, the essay analyzes the enterprise’s
development goals and needs, decomposes the development goals step by step and puts the
responsibilities into departments and individuals. In considering HSJ real estate’s strategic
development goals, the author considers many-sided factors and establishes HSJ real estate’s
strategic target model which is the innovation of the essay.
Through the combination of the practical situation of HSJ real estate, it constructs
performance evaluation system for departments and individuals, comprehensively uses the
balanced scorecard, 360 operformance evaluation method, key indicators and other methods,
considers the overall process control from the pre-incident plans, the controls to the
afterwards feedback, strives for the fairness and openness of the performance evaluation
system and establishes complaint system and the guarantee of systems, management and
personnel. Combined with the practical situation of the development of HSJ real estate, it首都经济贸易大学硕士学位论文
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constructs the performance assessment index towards departments and individuals,
comprehensively uses the balanced system and implements successfully in the daily
management of HSJ real estate and provides new momentum for the development of the
enterprise. At the same time, the author tries to find the commonality, sums up a set of
complete performance evaluation mode which is suitable for the development of the private
enterprises at the current stage in China and provides reference for every enterprise.
Key words: real estate; performance evaluation; the establishment of system; target
decomposition目录
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目录
第 1 章 绪论....1
1.1 研究背景及意义 ........1
1.1.1 研究背景 ..........1
1.1.2 研究意义 ..........1
1.2 研究步骤和研究方法 2
1.2.1 研究内容 ..........2
1.2.2 研究方法 ..........3
1.3 国内外研究现状 ........4
1.3.1 国外现状 ..........5
1.3.2 国内现状 ..........6
1.4 绩效考核管理工具的研究分析 ........7
1.4.1 绩效考核综述 ..7
1.4.2 目标管理法 ......7
1.4.3 平衡计分卡法 ..8
1.4.4 关键绩效指标法 ..........8
第 2 章 HSJ 公司绩效管理现状及问题分析 ..........10
2.1 HSJ 房地产公司经营现状及人力资源现状 .........10
2.1.1 经营现状 ........10
2.1.2 人力资源现状 ........
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