地产项目开发日益成熟，中国经济在房地产市场发展的推动下，持续向前发 展。随着市场竞争的加剧，开发商只有通过制定并实施有效、且能长期发展的战 略，才能在竞争中，保持领先。而战略实施的关键在于人，只有加强对人力资源 的管理，才能持续补充企业发展所需要的动力。人力资源管理有六大模块，绩效 管理是最重要的模块之一，拥有一套行之有效、科学的绩效管理体系，对战略的 实施起到重要的促进作用。平衡计分卡实现了战略与绩效的有机结合，它通过财 务、内部运营、客户和学习发展四个维度，具体描述了战略，为战略的实施指明 方向，同时，平衡计分卡也给绩效管理提供了考核依据，以便公司更好的实施绩 效管理，从而促进战略发展。 本文的研究，采用了定性分析和定量分析相结合的研究方法，基于平衡计分 卡，重新设计绩效管理方案。运用了战略管理、战略地图、绩效管理、关键绩效 指标等现代管理理论。首先，基于首创置业成都公司背景，分析公司发展战略， 并运用卡普兰和诺顿创建的平衡计分卡和战略地图两大工具，从财务、运营、客 服、学习发展四个维度具体描述了成都公司发展战略，然后自上而下，层层分解 为公司级、部门级、员工级关键绩效指标，并运用层次分析法（AHP）科学计算 出各层级关键绩效指标权重，最后结合成都公司计划管理体系，设计绩效管理流 程，完成了对整个绩效管理实施方案的再设计，以帮助公司实现战略落地。报告 的结尾部分，从管理层重视、建立绩效管理组织、绩效管理工作机制和奖励机制 四个方面，提出了对绩效管理方案顺利实施的保障措施，保证新绩效管理方案的 顺利实施。 基于平衡计分卡的首创置业成都公司绩效管理方案再设计，是国企运用先进 管理方法的一次尝试，也是公司内部管理的提高，为员工发展、薪酬管理和激励 管理方面提供参考，使企业在人才管理方面的工作更科学和细致。通过平衡计分 卡的运用，解决了战略落地实施与绩效管理缺乏导向的问题，未来给房地产行业 绩效管理提供了借鉴和参考。 关键词，平衡计分卡，绩效管理，关键绩效指标II ABSTRACT The real estate market has been developed increasingly mature. As market competition intensifies, only by preparing and implementing effective and long-term development strategy that the real-estate enterprise in the fierce market competition can keep its predominance. People are the key to implementing strategies. Strengthening the management of human resources, so that enterprises continue to add the power of development needs. There are six modules of human resource management, performance management is one of the most important modules, with a proven, scientific performance management system, and the implementation of the strategy plays an important role in promoting. Balanced Scorecard achieves the organic combination of strategy and performance. It illustrates the strategy and the implementation of the specified direction through financial, internal operations, customer development and learning in four dimensions. Meanwhile the Balanced Scorecard provides the assessment basis for the company to get better implementation of performance management and facilitate the strategy development. Based on the Balanced Scorecard, this paper uses qualitative research methods and quantitative analysis to redesign the solution of performance management by using modern management theory of strategic management, strategy maps, performance management and key performance indicators. First, based on the background of BCL Chengdu Company, it analyzes the company's development strategy, and uses the balanced scorecard and strategy which created by Kaplan and Norton to describe the development strategy of Chengdu company from the above four dimensions. Second, the company strategy has been resolved from top to bottom to every level of the company. It uses The Analytic Hierarchy Process (AHP) to calculate key performance indicators at all levels of the weight. Finally, according to the plan management system, it completes the entire performance management redesign to land the development strategy of the company. At the end of the paper, from the point of views of role of the leaders, establishing performance management organization, performance management mechanism and reward mechanism, it proposes safeguard measurements for the smooth implementation of the performance management program to ensure the smooth implementation of the new performance management program.III Based on balanced scorecard theory, the performance management redesign of Beijing Capital Land Chengdu Company is an attempt at using advanced management method in state-owned enterprises. It provides the references for staff development, salary management and incentive management and helps the enterprise work more scientific and meticulous in the field of talent management. The balanced scorecard solution solves the problem of guidance lackage of the strategic implementation and performance management. It also provides some references to performance management in real estate industry. Keywords: balanced scorecard, performance management, key performance indicatorsIV 目 录 第一章 绪 论...................................................................................................................1 1.1 选题背景及意义.................................................................................................1 1.2 研究对象及方法.................................................................................................2 1.2.1 研究对象......................................................................................................2 1.2.2 研究方法......................................................................................................2 1.3 研究框架及分析思路.........................................................................................3 1.4 本章小结.............................................................................................................4 第二章 报告研究的理论基础.........................................................................................5 2.1 绩效管理的内涵、流程.....................................................................................5 2.1.1 绩效管理内涵..............................................................................................5 2.1.2 绩效管理流程..............................................................................................6 2.2 平衡计分卡的主要内容.....................................................................................7 2.2.1 平衡计分卡的内容......................................................................................7 2.2.2 平衡计分卡的特点......................................................................................8 2.2.3 平衡计分卡的平衡意义..............................................................................8 2.3 战略地图的主要内容.........................................................................................9 2.4 关键绩效指标主要内容...................................................................................10 2.4.1 关键绩效指标的特点................................................................................10 2.4.2 关键绩效指标在企业绩效管理中的作用................................................10 2.5 本章小结........................................................................................................... 11 第三章 首创置业成都公司绩效管理现状及存在的问题...........................................12 3.1 公司简介...........................................................................................................12 3.2 公司绩效管理现状...........................................................................................12 3.2.1 考核小组....................................................................................................12 3.2.2 考核周期....................................................................................................13 3.2.3 考核方式....................................................................................................13 3.2.4 考核指标....................................................................................................13 3.3 绩效管理中存在的问题...................................................................................13 3.3.1 缺乏完整的绩效管理系统.............................................