房地产行业是改革开放后迅速发展起来的新兴行业,是关系到国计民生的支柱行
业,是衡量国民经济的重要指标。随着经济发展,房地产行业越来越收到社会重视,行
业环境也更加规范,房地产公司,尤其是国有房地产公司所面临的市场压力逐年增大,
面临的环境也越来越复杂。面对市场的不确定性,组织的变革性,人员的流动性,技术
的创新性等等,怎样获取并保持竞争优势,是地产企业未来健康发展的重要问题。未来
的行业发展必须走规范化、科学化的发展道路
本文通过采用文献研究法、问卷调査法、访谈法等研究方法对L房地产公司现行的
绩效管理体系运行状况进行调査分析,从公司绩效管理的目标、原则、评价、反馈、结
果应用等角度深入地对绩效管理体系进行了分析研究。研究绩效管理的各个环节存在的
问题,并重点分析了_有房地产企业管控体系中绩效管理的定位和方法。从而为企业绩
效管理体系的改进与优化提出一些自己的建议。并通过调査问卷、员工访谈、实证分析
等研究方式,量身定制与企业性质、业务战略和公司文化相匹配的绩效管理体系,组织
绩效管理与员工绩效管理相衔接、过程与结果并重并考、辅导与应用相结合的的绩效管
理体系改进方案,提升了L房地产公司的绩效管理水平和企业运营效率,同时对同类型
国有房地产企业具有一定的借鉴意义
关键词:国有企业;房地产;绩效管理
I Research on the Optimization Strategy of Performance
Management of L Real Estate Company
ABSTRACT
With the development of economic globalization and macro-control efforts to gradually
increase, the state_owned enterprises are facing increasing competition pressure. Want to win
in the development of the market, state-owned enterprises must have a unique core
competitiveness in business management, product development, marketing and other links to
have a strong strength. Among them, hviman resource management, especially performance
management, is of great significance to the healthy and sustainable development of
state-owned enterprises. Performance management is an important module of human resource
management, which plays an important role in the implementation of enterprise strategy,
personnel training and development. Performance management is to enhance employee
performance, enhance the competitiveness of enterprises, to achieve an important means of
corporate strategic objectives. Especially in the current market competition environment,
performance management is more important.
The real estate industry is the rapid development of the reform and opening up after the
emerging industries, is related to the national economy and the pillar industry, is an important
indicator of the national economy. With the economic development, the real estate industry
more and more attention received from the community, the more the industry environment,
real estate companies, state-owned real estate companies are facing increasing market
pressure, the environment facing more and more complex. In the face of market uncertainty,
organizational change, staff mobility, technological innovation and so on, how to obtain and
maintain a competitive advantage, is the real estate business in the future healthy development
of the important issues. The future development of the industry must take the standardization
and scientific development path.
This paper investigates the running status of L Company&39;s existing performance
management system by using the research methods such as literature research, questionnaire
survey and interview. From the perspective of the objectives, principles, evaluation,
counseling and application of corporate performance management, Performance management
system was analyzed. This paper analyzes the existing problems of performance management,
and analyzes the positioning and methods of performance management in the management
system of state-owned real estate enterprises with non-market and partial public welfare. So
as to make some suggestions on the improvement and optimization of enterprise performance
ii management system. And through the questionnaire, staff interviews, empirical analysis and
other research methods, tailored with the nature of the enterprise, business strategy and
corporate culture to match the perfonnance management system, organizational performance
appraisal and staff perfonnance appraisal convergence, process assessment and results
assessment both, Performance management and employee incentive combination of
performance management system to improve the program to enhance the performance of L
Company and business efiBciency, while the same type of state-owned real estate enterprises
have some reference.
Keywords State-owned enterprise; Real estate; Performance management
in 目录
摘要二 I
ABSTRACT II
第一章绪论 1
1.1研究背景及意义1.1.1研究背景1.1.2研究意义1.2主要研究内容1.3主要研究方法第二章相关理论和文献综述2.1绩效管理概述2.1.1绩效管理相关概念2.1.2绩效管理流程2.1.3绩效管理方法2.2国内外研究现状2.3房地产行业绩效管理2.3.1房地产行业发展历程及趋势2.3.2房地产行业绩效管理现状第三章L房地产公司绩效管理现状及问题分析3.1 L房地产公司简介3.2 L房地产公司员工绩效管理现状3.2.1绩效管理原则及目的3.2.2绩效管理组织3.2.3绩效管理对象及内容3.2.4绩效管理周期3.2.5绩效结果的应用3.3 L房地产公司员工绩效管理问题分析3.3.1员工绩效管理问题调研IV 3.3.2员工绩效管理问题归纳
23
第四章L房地产公司员工绩效管理优化对策设计
.27
4.1员工绩效管理改进思路及原则
27
4.1.1合理构建绩效管理体系,支持公司阶段发展
27
4.1.2结合公司性质及发展使命,结果导向与价值导向双向评价
28
4.1.3结合实际设计操作指引,对各类客观情况细分
28
4.1.4组织绩效与员工绩效衔接,组织目标层层分解
29
4.2员工绩效管理体系优化改进的措施及建议
29
4.2.1加大绩效理念宣贯与培训,建立积极绩效文化
29
4.2.2明确绩效管理考核标准,加强指标量化考核评价
30
4.2.3合理细分考核人群,部门间绩效二次调整对比
31
4.2.4个人与部门绩效挂钩,优化强制分布比例
32
4.2.5加强上下级沟通反馈,强化绩效辅导与改进
33
4.2.6充分利用考核结果应用,关注员工能力发展
34
4.3员工绩效管理实施流程
34
4.3.1员工季度考核
34
4.3.2员工年度考核
34
4.3.3绩效考核成绩计算
35
4.3.4绩效考核结果申诉
35
胃五章￥ & 37
参考文献 39
_和清单 42
V 商级》理人炎工商管理硬士学位论文
L房地产炅工绩效箱理体系优究
第一章绪论
1.1研究背景及意义
1.1.1研究背景
进入二十一世纪以来,我国国有企业改革取得了一系列重大成绩,国有企业与市场
经济环境融合度加大,国有资本运行质量和效益有了明显提升,是推动经济和社会发展、
保障和改善社会民生、提升我国综合国力的重要力量。但是由于国有企业以往长期受计
划经济体制的影响,仍存在一些亟待解决的突出矛盾和问题,这对国有企业的发展产生
了不良影响,同时也弱化了国有企业的社会地位。随着经济全球化、互联网经济和社会
主义市场经济的进一步发展,国有企业以往的竞争优势已经发生j重大变化,国有企业
正面临着越来越大的竞争压力
国有企业普遍具有双重属性,首先作为参与市场经济的主体具有赢得企业利润和经
济效益的企业需求;其次作为国家经济意志的代表,国有企业对社会经济发展和和谐稳
定担负有重要责任,需要在市场经济中发挥服务宏观经济,优化资源配置,服务社会等
职能属性[1]。在市场经济条件下,面对新的竞争环境,国有企业如何发挥自己现存优势,
提高地位,求得生存与发展,就必须要依靠自身独有的、高效的管理体系和独特竞争力,
重点加强绩效考核和绩效管理的作用。而目前,很多国有
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