:随着房地产市场的发展,国家越来越严格的土地政策和购房政策, 国内大多数房企面临重新洗牌的危机。SD房地产公司是一家民营企业,在政 府干预房地产市场,房地产企业日益竞争激烈,管理不善导致成本加剧、工期 拖延等。在此背景下,SD房地产企业力图通过设计行之有效的绩效考核方案 来改善管理获得竞争优势。本文论述绩效管理对房地产企业的影响,以及在组 织与个人绩效方面改善的作用。绩效管理理念是从西方引进的,如果国内企业 复制西方理论很有可能会导致水土不服。因此,企业在实施绩效考核时往往忽 略企业战略目标、使命和愿景,以至于多数企业的绩效考核变成走形式、简单 的把员工绩效结果归为三六九等,绩效考核是为绩效管理服务的,绩效管理的 最终目的是帮助企业实现利润、辅助企业实现战略目标、提高管理效率、为员 工规划职业发展方向、促使个人努力方向保持与企业目标一致。 本文剖析SD房地产公司人力资源情况和绩效考核上存在的问题,通过分 析原因,结合MBA所学绩效管理理论,综合运用绩效管理工具设计出一套适合 SD房地产企业的绩效考核方案。最后通过对方案的实施效果进行评估,分析 在实施中遇到的问题并进行修正,总结经验教训。 关键词:SD房地产公司绩效考核绩效管理工具 Abstract With the development of the real estate and the more and more restricted land- providing and house-purchasing policy, most of the real estate companies have to face the new competition and challenge. The SD real estate company is a private owned company, under the government interference of the real estate industry; the company has to face the fierce competition, the cost rising of poor management and the delay of the time limit for a project. Under these circumstances, the SD real estate company tries to establish the effective performance management to accomplish the competitive advantage. As an indispensable method, this thesis tries to discuss the effect of the performance management in real estate industry, organization and personal performance. The theory of performance management is introduced from western countries, the domestic companies should consider the realistic situation of china. But some of the companies ignore the company's strategy, mission and target, those companies change the performance management into a simple index to estimate the employee. Performance management based on performance assessment, the goal of the performance management is to help the company accomplish its missions, such as: archiving profit, implementing stratagem goals, increasing the efficiency of management, planning the development of carrier for employee, keeping the consistency of both personal and company. The writer tries to establish a new performance management program through analyzing the issue of human resource and performance management of the SD real estate company. In the end, the writer makes the conclusion by estimate the program of the performance of the SD real estate company. Key words: SD real estate company performance management performance management tools II 目录 第1章绪论 1 1.1研究背景 1 1.2研究意义 2 1.3研究方法及内容 2 第2章绩效管理理论综述 4 2. 1绩效管理的概念与构成 4 2.1.1绩效管理的概念 4 2. 1.2绩效管理与绩效考核 6 2. 1.3绩效管理的构成 7 2. 2绩效管理常用的几种工具 8 2.2. 1关键业绩指标法(KPI) 9 2.2. 2平衡记分卡(BSC) 9 2.2. 3目标管理法(MBO) 10 第3章SD房地产公司绩效考核现状及存在的问题分析 11 3. 1 SD房地产公司绩效考核现状 11 3.1.1 SD房地产公司人力资源概况 11 3. 1.2 SD房地产公司现有绩效考核实施办法 13 3.2 SD房地产公司绩效考核存在的主要问题分析 15 3. 2. 1没有构建系统的目标体系 15 3.2.2考核者与被考核者之间缺乏绩效互动 16 3.2.3绩效考核没有成为薪资调节的手段 17 3.2.4绩效考核没有结合本企业特点 18 第4章SD房地产公司绩效考核方案的优化与设计 19 4.1 SD房地产公司绩效考核方案设计的优化方针 19 4. 1. 1建立系统性的目标体系 19 4. 1. 2 运用 SMART 原则 20 4. 2 SD房地产公司绩效考核方案设计 21 III 4. 2. 1 SD房地产公司工程部绩效考核优化方案 21 4. 2. 2 SD房地产公司发展部与财务部绩效考核优化方案 27 4. 2. 3 SD房地产公司营销部绩效考核优化方案 30 第5章SD房地产公司绩效考核方案可行性分析与后期展望 35 5. 1 SD房地产公司绩效考核方案的可行性 35 5. 2 SD房地产公司绩效考核方案的后期展望 37