【摘要】：我國(guó)對(duì)房地產(chǎn)企業(yè)績(jī)效管理的研究起步較晚,房地產(chǎn)企業(yè)雖然引進(jìn)了西方的績(jī)效管理體系,在實(shí)施過程中卻出現(xiàn)“水土不服”等問題,并未起到對(duì)員工的激勵(lì)作用。加之,近幾年房地產(chǎn)企業(yè)的人才流失不斷加重,因此,房地產(chǎn)企業(yè)亟需一套科學(xué)完善、合理高效的績(jī)效管理體系。筆者以天山集團(tuán)為例,對(duì)該公司績(jī)效管理中存在的問題進(jìn)行研究,并針對(duì)問題提出合理化的建議。本文分別介紹了天山集團(tuán)經(jīng)營(yíng)現(xiàn)狀、天山集團(tuán)人力資源及績(jī)效管理現(xiàn)狀、天山集團(tuán)績(jī)效管理存在的問題、天山集團(tuán)績(jī)效管理存在問題的原因以及天山集團(tuán)進(jìn)行績(jī)效管理優(yōu)化的目標(biāo);重點(diǎn)對(duì)優(yōu)化績(jī)效的組織管理、優(yōu)化績(jī)效管理流程并明確管理權(quán)責(zé)、優(yōu)化績(jī)效考核制度、改進(jìn)績(jī)效評(píng)價(jià)指標(biāo)及其權(quán)重設(shè)計(jì)和實(shí)施平衡計(jì)分卡的考核方法等方面進(jìn)行了細(xì)致的論述;最后提出了保障措施:高層管理者的大力支持、組建專門的績(jī)效考核團(tuán)隊(duì)、全面落實(shí)績(jī)效考核結(jié)果、構(gòu)建強(qiáng)有力的企業(yè)文化和完善相關(guān)管理制度等一系列保障措施才能發(fā)揮出應(yīng)有的作用。
[Abstract]:The research on the performance management of real estate enterprises in our country started late. Although the real estate enterprises have introduced the western performance management system, there are some problems in the process of implementation, such as "not accepting", which has not played an incentive role to the employees. In addition, the brain drain of real estate enterprises is increasing in recent years. Therefore, real estate enterprises need a set of scientific and perfect, reasonable and efficient performance management system. Taking Tianshan Group as an example, the author studies the problems existing in the performance management of Tianshan Group and puts forward some reasonable suggestions. This paper introduces the present operating situation of Tianshan Group, the present situation of human resources and performance management of Tianshan Group, the problems existing in performance Management of Tianshan Group, The causes of the problems in the performance management of Tianshan Group and the objective of optimizing the performance management of Tianshan Group; the organizational management of the optimization of performance, the optimization of the performance management process and the clarification of management authority and responsibility, and the optimization of the performance appraisal system. The improvement of performance evaluation index and its weight design and the implementation of balanced Scorecard assessment method are discussed in detail. Finally, the guarantee measures are put forward: the support of senior management, the establishment of a special performance appraisal team, Only by fully implementing the results of performance appraisal, constructing a strong corporate culture and perfecting the relevant management system can we play its due role.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.92

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