摘要
摘要
房地产行业多年来一直是我国的经济支柱产业之一。自从改革开放以来，该
行业蓬勃发展，迅速扩张，而如今该行业正面临着企业转型的问题，很多房地产
公司开始重视公司内部的管理，尤其是绩效管理越来越得到管理者的重视。
本文就是通过研究绩效管理的相关文献与理论，以正荣集团 ABC公司为案
例，研究其绩效考核制度与结果，并通过调查问卷的方式进一步了解分析得到了
该公司绩效考核中存在的主要问题：绩效考核的结果对基层员工的影响力有限；
绩效考核的规则和指标不够清晰明确；绩效考核结果的反馈与沟通环节存在问题；
人力资源部门与各部门领导的职权划分不明确。通过分析其问题产生的原因并找
到具有针对性的改进措施：扩大绩效奖励的范围并且实行差异化的奖励方式；明
确绩效考核指标的量化标准和考核规则；改进完善绩效反馈沟通机制和后续指导
工作；建立对于绩效考核结果的申诉渠道。之后又进一步分析了保障新绩效考核
可以顺利实施的方法：确定改进后绩效考核的具体内容；组建新的绩效考核的管
理团队；对全体员工进行相关培训。
此外，还指出了实施新的绩效考核的过程中可能存在的风险：新绩效考核可
能会受到既得利益者的抵制；新绩效考核可能在实施初期存在问题或表现不佳；
新绩效考核可能会受到行政管理人员工作能力和工作效率的影响。
关键词：房地产，人力资源管理，绩效管理，绩效考核
I

西北大学硕士学位论文
ABSTRACT
The real estate industry has been one of the pillar industries of China's economy for many years,
and since the reform and opening up, the industry has flourished and expanded rapidly, and
nowadays the industry is facing the problem of corporate transformation. This paper is a study
based on the literature and theories of performance management, taking the Zheng Rong Group
ABC Company as a case study, studying its performance appraisal system and results, and
further understanding and analysing the main problems in the performance appraisal work of
the company by means of questionnaires: the results of performance appraisal have limited
influence on the grassroots staff; the rules and indicators of performance appraisal are not clear
enough; there are problems in the feedback and communication links of performance appraisal
results;the division of authority between the human resources department and the heads of
departments is not clear. Finally, the reasons for the problems were analysed and targeted
improvement measures were identified: expanding the scope of performance rewards and
implementing differentiated rewards; clarifying the quantitative standards and assessment rules
for performance appraisal indicators; optimising and improving the performance feedback and
communication mechanism and follow-up guidance; and establishing an appeal channel for
performance appraisal results. This is followed by an analysis of ways to ensure the smooth
implementation of the new performance appraisal system: defining the specific content of the
improved performance appraisal system; setting up a new performance appraisal management
team; and providing relevant training to all employees. In addition, the following risks are
identified: the new performance appraisal system may be resisted by those with vested interests;
the new performance appraisal system may be problematic or underperform in the early stages
of implementation; the new performance appraisal system may be affected by the ability and
efficiency of the administrative staff.
Keywords: real estate, human resource management, performance management, performance
appraisal system
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