本文選題：績(jī)效管理 + 房地產(chǎn)企業(yè)　； 參考：《中原工學(xué)院》2017年碩士論文

【摘要】：隨著中國(guó)經(jīng)濟(jì)的不斷發(fā)展,房地產(chǎn)行業(yè)逐步成為中國(guó)經(jīng)濟(jì)發(fā)展的支柱產(chǎn)業(yè),也是我國(guó)經(jīng)濟(jì)發(fā)展的一個(gè)風(fēng)向標(biāo)。很多其他行業(yè)看到房地產(chǎn)行業(yè)的發(fā)展前景后,不斷的加入房產(chǎn)大軍,使得中國(guó)房地產(chǎn)企業(yè)百家爭(zhēng)鳴,而隨著市場(chǎng)的不斷變化,房地產(chǎn)行業(yè)也從原來(lái)所謂的“黃金時(shí)代”步入現(xiàn)在的“白銀時(shí)代”,房地產(chǎn)行業(yè)面臨新的挑戰(zhàn),如果還想贏得發(fā)展機(jī)會(huì)、獲取利益,必須尋求自身的變化,一些房地產(chǎn)企業(yè)在新的挑戰(zhàn)下逐步消失在我們的視線里,也有一些優(yōu)秀的房地產(chǎn)企業(yè)經(jīng)過(guò)內(nèi)部管理的不斷優(yōu)化,在挑戰(zhàn)下不斷的壯大,取得競(jìng)爭(zhēng)中的優(yōu)勢(shì)。房地產(chǎn)行業(yè)要想取得競(jìng)爭(zhēng)優(yōu)勢(shì),必須要改變?cè)瓉?lái)粗放的管理方式,完善內(nèi)部精細(xì)化管理。企業(yè)戰(zhàn)略也由原來(lái)的“重投資、重效益”逐步轉(zhuǎn)變到“重人才、重效率”上來(lái),而企業(yè)要注重人才,關(guān)注效率,就需要有一套完善的績(jī)效管理制體系,好的績(jī)效管理體系可以給企業(yè)帶來(lái)重要的貢獻(xiàn),反之,糟糕的績(jī)效管理體系,將會(huì)給企業(yè)帶來(lái)許多不利的后果和危害。本文在研究過(guò)大量房地產(chǎn)企業(yè)績(jī)效管理體系的基礎(chǔ)上,以H房地產(chǎn)企業(yè)實(shí)際績(jī)效管理體系為例,對(duì)H房地產(chǎn)企業(yè)績(jī)效管理體系中存在的一些問(wèn)題進(jìn)行針對(duì)性的分析研究,提出H房地產(chǎn)企業(yè)績(jī)效管理的改善方向及具體措施,最終希望實(shí)現(xiàn)企業(yè)績(jī)效和員工績(jī)效的共贏。本論文首先從第一章緒論,提出研究的背景、意義和價(jià)值,研究思路和方法、研究?jī)?nèi)容和創(chuàng)新點(diǎn);第二章,引入績(jī)效管理相關(guān)理論;第三章是本文的重點(diǎn),將以H房地產(chǎn)企業(yè)大量的績(jī)效管理數(shù)據(jù)、實(shí)例、圖表等為基礎(chǔ),對(duì)H房地產(chǎn)企業(yè)績(jī)效管理進(jìn)行分析并指出績(jī)效管理過(guò)程中存在的問(wèn)題及改善的方法;第四章,建立H房地產(chǎn)企業(yè)績(jī)效管理新的管理體系;第五章,提出保障新績(jī)效管理體系能夠順利落地實(shí)施的措施;最后,指出本文存在的不足之處以及對(duì)未來(lái)的展望。
[Abstract]:With the development of China's economy, the real estate industry has gradually become the pillar industry of China's economic development, and it is also a vane of China's economic development. After many other industries saw the prospect of the development of the real estate industry, they continued to join the real estate army, causing Chinese real estate enterprises to contend with a hundred schools of thought, and as the market continued to change, The real estate industry has also moved from the so-called "golden age" to the present "silver era." the real estate industry is facing new challenges. If it wants to win development opportunities and gain benefits, it must seek its own changes. Some real estate enterprises gradually disappear in our sight under the new challenge, there are also some outstanding real estate enterprises through the continuous optimization of internal management, under the challenge of growing and gaining the advantage in the competition. In order to gain the competitive advantage, the real estate industry must change the original extensive management method and perfect the internal fine management. The enterprise strategy has also gradually changed from "emphasizing investment and emphasizing efficiency" to "emphasizing talent and efficiency." if enterprises want to pay attention to talents and pay attention to efficiency, they need a set of perfect performance management system. A good performance management system can bring important contribution to the enterprise, on the contrary, a bad performance management system will bring many adverse consequences and harm to the enterprise. On the basis of studying a large number of real estate enterprises' performance management system, this paper takes H real estate enterprise's actual performance management system as an example to analyze and study some problems existing in H real estate enterprise's performance management system. This paper puts forward the improvement direction and concrete measures of H real estate enterprise performance management, and finally hopes to realize the win-win situation of enterprise performance and employee performance. This paper first from the first chapter introduction, the research background, significance and value, research ideas and methods, research content and innovation; chapter two, the introduction of performance management theory; chapter three is the focus of this paper, Based on a large number of performance management data, examples and charts of H real estate enterprises, this paper analyzes the performance management of H real estate enterprises and points out the existing problems and improvement methods in the process of performance management. Establish a new management system of H real estate enterprise performance management; Chapter 5, put forward the measures to ensure the implementation of the new performance management system; finally, point out the shortcomings of this paper and the future prospects.
【學(xué)位授予單位】：中原工學(xué)院
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F299.233.4;F272.5

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本文編號(hào)：1864189