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山东建筑大学硕士学位论文
摘要
改革开放初期，我国开始进行房地产“住房商品化”制度改革，经过 40多年的长
足发展，房地产行业已经度过快速发展期，逐渐走向成熟。目前，国内外环境发生了
错综复杂的变化，在新冠肺炎疫情、大宗商品通货膨胀以及房住不炒的主基调影响下，
属于房地产的大开发时代正在落幕。虽然 2022年中央多部委密集表态稳地产，各地积
极结合自身情况出台相关调控措施，行业政策环境进入宽松周期，但是宏观经济下行
压力加大导致刺激政策在短期内难以见效。房地产企业将进行新一轮整合，人力资源
管理对企业可持续发展发挥着举足轻重的作用。人力资源管理的核心是绩效管理，建
立健全卓有成效的绩效管理体系，对实现人才效用最大化，提升企业管理水平和经济
效益作用不可估量。
本文以 Q房地产公司为例，对企业的概况、组织架构、人员组成等基本情况进行
充分调研和访谈，获取数据，应用国内外相关理论和分析方法，分析公司绩效管理实
施情况，公司存在绩效管理体系不健全、计划制定不合理、执行不严格等问题。本文
以解决目前公司绩效管理存在的问题、提升员工工作积极性和满意度、实现公司绩效
管理良性循环和人员的优胜劣汰为目标，以战略目标为导向、全员参与、公平公正公
开、奖惩分明、持续沟通反馈为原则，采用 KPI、PPI、BPI相结合的方式，设计完成
包含绩效计划制定、绩效实施、绩效评价、绩效反馈、绩效结果应用等环节的绩效管
理优化方案，进一步提出优化后绩效管理体系顺利实施的保障手段。
通过绩效管理优化方案的实施，完善升级公司绩效管理制度，将员工的能动性与
企业效益深度结合，绩效考核结果运用于公司人员的优胜劣汰，提升公司员工整体素
质和公司经营效益，实现公司与员工共同发展。本文成果以期对其他房地产企业的绩
效管理改进与完善提供借鉴。
关键词：房地产企业，绩效管理，优化设计
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山东建筑大学硕士学位论文
ABSTRACT
At the beginning of the reform and opening-up, China has carried out a reformation of
"housing commercialization" system. After more than 40 years of development, real estate
industry is gradually getting matured, passing through a period of rapid development. At
present, the domestic and international environment is changing in complex ways. Affected
by COVID-19, commodity inflation and the keynote of "Houses are used for habitation
rather than speculative investment", the era of property development is coming to an end.
Although various central ministries and commissions have repeatedlyexpressed their
opinions on stabilizing real estate in 2022, relevant regulation and control measures actively
introduced in different parts of the country, and the real state policy environment has entered
an easing cycle, the increased downward pressure on the macro-economy has made it
difficult for stimulus policies to be effective in the short term. Real estate enterprises will
carry out a new round of integration, and human resource management plays a decisive role
in the sustainable development of enterprises. Performance management is the core aspect of
human resourcemanagement.The establishmentand improvementofan effective
performance management system is immeasurable in maximizing the talents utility, as well
as improving the level of enterprise management and economic benefits.
Taking Q Real Estate Company as an example, this thesis conducts sufficient research
and interviews to obtain data on the basic situation of the company's profile, organizational
structure and personnel composition, and applies relevant domestic and international theories
and analysis methods to analysis the implementation of performance management in the
company, which has problems such as an inadequate performance management system,
unreasonable plan formulation and lax implementation. This thesis proposes to solve the
existing problems of company performance management and improve employees' work
enthusiasm and satisfaction, take the virtuous cycle of company performance management,
to achieve the survival of the fittest of the company personnel as the goal, and to take the
principles of strategic goal-oriented, full participation, fairness, fairness and openness, clear
rewards and punishments, and continuous communication and feedback, and adopt the
method of KPI, PPI and BPI. Design and complete a performance management optimization
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