企业越来越重视公司战略目标，也越来越重视应该如何进行企业员工绩效考核
本文以长春房地集团物业总公司新春分公司管理科绩效考核体系为研究对
象，通过对长房物业新春分公司管理科房管员进行访谈，仔细分析公司在市场经
济转型后的运营现状、公司绩效考核体系中存在的问题并分析其原因，以改善公
司绩效考核现状为出发点，结合绩效考核相关理论知识和概念，引入平衡积分卡，
分别从财务维度、客户维度、内部流程维度、学习与成长维度设计管理科科长和
房管员的绩效考核指标、确定指标权重和制定绩效考核指标打分标准并通过营造
适合绩效考核体系发展的公司内部环境、制度和人员保障等措施确保绩效考核体
系能够顺利运行
总之，本文针对长房物业新春分公司绩效考核体系存在的问题，对其进行了
优化，努力做到更客观、公平，让长房物业新春公司的管理者能够在公开、公平、
公正的前提下运用绩效考核结果，更好的促进长房物业新春公司提升公司绩效、
提高运营效率从而实现公司的长远发展
关键词：绩效考核；长房物业新春分公司；平衡计分卡II
Abstract
In the twenty-first century, with economic globalization, pressure of competition
that enterprises face expanding world-wide, market patterns are changing constantly. All
kinds of new conceptions and nouns are emerging in endlessly, keywords of
management change into client, service, process and efficiency. Enterprises have
already separated from merely strengthening internal management and enhancing
productively in order to realize short-run and enhancing profit maximization and turned
to orienting corporate strategy competitive edge. Performance appraisal is an important
human resource management in the operation of the company. In line with the
company&39;s actual outstanding performance appraisal system is an important guarantee
for improving the work efficiency of the employees, promoting the performance of the
enterprises and increasing the competitive edge of the enterprises. Enterprises attach
greater importance to company strategic target and how to access performance of
employees of enterprises.
In the paper, taking performance appraisal system of Changchun Real Estate Group
Xinchun Filiale as research object, after interviewing the room manager of Management
Section in Changchun Real Estate Group Xinchun Filiale, I anatomise operation
actuality of state-owned enterprise after transition to a market economy, functions of
performance assessment system in company, problems existing and reasons, In order to
improve the status of corporate performance appraisal as a starting point and to
determine the index weight and to establish the performance evaluation index scoring
criteria, combined with the relevant theoretical knowledge and concepts of performance
appraisal, taking balanced scorecard as the tool of performance assessment, and ensure
the smooth running of performance assessment system by creating company internal
environment, regulation and person guarantee, fit for the development of performance
assessment system.
In conclusion, this paper aims at the problems of the performance appraisal system
of the Changchun Real Estate Group Xinchun Filiale, which is optimized to make it
more objective and fair to let the housing property managers of the Changchun Real
Estate Group Xinchun Filiale be able to use the new performance appraisal results in an
open, fair and impartial premise to better promote the Changchun property company to
enhance the company&39;s performance, improve operational efficiency in order to achieve
the company&39;s long-term development.
Keywords：Performance appraisal；Changchun Real Estate Group Xinchun Filiale；
Balanced scorecardIII
目 录
摘要 IV
ABSTRACT II
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 ........... 2
1.2 国内外研究现状 ........... 2
1.2.1 国内研究现状 ....... 2
1.2.2 国外研究现状 ....... 3
1.3 研究内容和方法 ........... 4
1.3.1 研究内容 ........... 4
1.3.2 研究方法 ........... 5
1.4 本文创新点 ... 5
第 2 章 绩效考核相关理论概述...... 6
2.1 绩效考核相关概念 ......... 6
2.1.1 绩效 ... 6
2.1.2 绩效考核 ........... 7
2.1.3 绩效管理 ........... 7
2.2 关键绩效指标 . 8
2.2.1 关键绩效指标的含义 . 8
2.2.2 关键绩效指标的流程 . 8
2.3 平衡计分卡概述 ........... 8
2.3.1 平衡计分卡的基本要素 ........... 8
2.3.2 平衡计分卡的四个维度 ........... 9
2.3.3 平衡计分卡的价值 .. 10
第 3 章 长房物业新春分公司管理科绩效考核现状分析......... 12
3.1 长房物业新春分公司简介 .. 12
3.2 长房物业新春分公司管理科绩效考核现状调查 ........ 13
3.3 长房物业新春分公司管理科绩效考核存在的问题分析 .. 14
3.3.1 公司缺少以绩效为核心的企业文化14
3.3.2 绩效考核指标设计不合理 ........ 15
3.3.3 绩效考核标准不完善15
3.3.4 绩效结果运用不到位15
3.3.5 缺少绩效沟通 ...... 15
第 4 章 长房物业新春分公司管理科绩效考核体系优化设计..... 16
4.1 绩效考核指标优化思路及原则 .......... 16
4.1.1 优化思路 .......... 16
4.1.2 优化原则 .......... 16
4.2 绩效考核指标优化设计 .... 17IV
4.2.1 界定岗位职责 ...... 17
4.2.2 绩效考核指标优化设计 .......... 17
4.3 绩效考核指标权重和标准优化设计 ...... 18
4.3.1 确定指标权重 ...... 18
4.3.2 一级指标打分标准优化设计 ...... 25
4.4 绩效考核结果优化运用 .... 26
4.4.1 奖金发放 .......... 26
4.4.2 职位调整 .......... 26
4.4.3 知识培训 .......... 27
第 5 章 长房物业新春分公司绩效考核体系的实施保障......... 28
5.1 建立有效的绩效沟通和激励机制 ........ 28
5.1.1 建立畅通有效的申诉体系 ........ 28
5.1.2 建立丰富有效的激励机制 ........ 29
5.2 建立以绩效为核心的企业文化 .......... 29
5.2.1 确定公司的核心价值观 .......... 30
5.2.2 建立人才成长机制 .. 31
5.2.3 营造以绩效为核心的舆论环境 .... 32
第 6 章 研究总结与展望........... 34
6.1 研究总结 .... 34
6.2 研究展望 .... 34
参考文献 35
后 记 371
第 1 章 绪 论
1.1 研究背景及意义
1.1.1 研究背景
进入 21 世纪，经济全球化程度加深，企业面临的竞争压力扩展到全球范围，
市场格局瞬息万变，各种新的概念、名词层出不求，管理的关键词也变为了客户、
服务、流程和效率。企业已经脱离为了实现短期目标的最大利润而单一的加强内
部管理和提高生产效率，转向了定位公司战略和
。。。以上简介无排版格式，详细内容请下载查看
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