基于BSC的大方房地產(chǎn)公司績效考核體系優(yōu)化研究
發(fā)布時間：2019-05-24 15:33
【摘要】：人力資源管理是企業(yè)實施科學(xué)化管理的重要手段,對企業(yè)的生存和發(fā)展起著重要的推動作用�？冃Э己俗鳛槿肆Y源管理的重要組成部分,它能夠客觀評價企業(yè)經(jīng)營業(yè)績,發(fā)現(xiàn)經(jīng)營管理中存在的問題,為問題解決提供決策依據(jù)。對于大方房地產(chǎn)公司這樣的中小型民營企業(yè)來說,將現(xiàn)代化的績效考核理念引入公司的人力資源管理體系中,必將對企業(yè)的發(fā)展起到推動作用。本文首先從績效考核的內(nèi)容、方式等方面對大方房地產(chǎn)公司績效考核的現(xiàn)狀進行介紹。通過問卷調(diào)查的方式對考核現(xiàn)狀存在的問題進行分析。針對公司管理人員和員工代表發(fā)放了100張調(diào)查問卷,分析現(xiàn)有考核體系在設(shè)計和執(zhí)行過程中存在的問題。問卷調(diào)查的結(jié)果表明,當(dāng)前考核體系不能夠有效支持大方房地產(chǎn)公司的發(fā)展戰(zhàn)略,考核指標(biāo)沒有反應(yīng)企業(yè)重要經(jīng)營內(nèi)容,考核執(zhí)行過程流于形式。造成這些問題的原因在于績效考核體系設(shè)計過程中沒有進行戰(zhàn)略分解,考核指標(biāo)設(shè)置缺乏長遠性,考核過程中缺乏溝通和反饋。針對這些問題,本文闡述了在大方房地產(chǎn)公司引入平衡計分卡理念的重要作用。在明確存在問題的基礎(chǔ)上,本文對績效考核體系進行了改進,結(jié)合公司爭創(chuàng)一流企業(yè)的擴張型發(fā)展戰(zhàn)略,借鑒平衡計分卡的四個維度設(shè)計了績效考核指標(biāo)體系,利用層次分析法計算了指標(biāo)權(quán)重。對新舊考核體系做了對比分析。為了使得考核體系能夠順利實施,最后提出了保障措施,包括了建立領(lǐng)導(dǎo)機構(gòu)、加強員工培訓(xùn)等,對考核體系實施的難點進行分析,提出了爭取管理層重視、建立組織機構(gòu)、營造績效文化和加強基礎(chǔ)管理等解決對策。
[Abstract]:Human resource management is an important means for enterprises to implement scientific management, which plays an important role in promoting the survival and development of enterprises. As an important part of human resource management, performance appraisal can objectively evaluate the business performance of enterprises, find the problems existing in management, and provide decision-making basis for problem solving. For small and medium-sized private enterprises such as generous real estate companies, the introduction of modern performance appraisal concept into the company's human resources management system will certainly promote the development of enterprises. First of all, this paper introduces the present situation of performance appraisal of generous real estate companies from the aspects of the content and mode of performance appraisal. Through the way of questionnaire survey, this paper analyzes the problems existing in the present situation of examination. A total of 100 questionnaires were sent out for company managers and employee representatives to analyze the problems existing in the design and implementation of the existing assessment system. The results of questionnaire survey show that the current assessment system can not effectively support the development strategy of generous real estate companies, the assessment index does not reflect the important business content of the enterprise, and the assessment implementation process is mere formality. The reasons for these problems lie in the lack of strategic decomposition in the design process of the performance appraisal system, the lack of long-term evaluation index setting, and the lack of communication and feedback in the evaluation process. In view of these problems, this paper expounds the important role of introducing the concept of balanced scorecard in generous real estate companies. On the basis of defining the existing problems, this paper improves the performance appraisal system, designs the performance appraisal index system with reference to the four dimensions of the balanced scorecard, combined with the expansionary development strategy of the company to create a first-class enterprise, and draws lessons from the four dimensions of the balanced scorecard. The index weight is calculated by analytic hierarchy process (AHP). The new and old assessment system is compared and analyzed. In order to ensure the smooth implementation of the assessment system, finally, the safeguard measures are put forward, including the establishment of leading organizations, the strengthening of staff training, the analysis of the difficulties in the implementation of the assessment system, and the establishment of organizational institutions to strive for the attention of management. Create a performance culture and strengthen basic management and other countermeasures.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F299.233.4;F272.92
本文編號：2484982
[Abstract]:Human resource management is an important means for enterprises to implement scientific management, which plays an important role in promoting the survival and development of enterprises. As an important part of human resource management, performance appraisal can objectively evaluate the business performance of enterprises, find the problems existing in management, and provide decision-making basis for problem solving. For small and medium-sized private enterprises such as generous real estate companies, the introduction of modern performance appraisal concept into the company's human resources management system will certainly promote the development of enterprises. First of all, this paper introduces the present situation of performance appraisal of generous real estate companies from the aspects of the content and mode of performance appraisal. Through the way of questionnaire survey, this paper analyzes the problems existing in the present situation of examination. A total of 100 questionnaires were sent out for company managers and employee representatives to analyze the problems existing in the design and implementation of the existing assessment system. The results of questionnaire survey show that the current assessment system can not effectively support the development strategy of generous real estate companies, the assessment index does not reflect the important business content of the enterprise, and the assessment implementation process is mere formality. The reasons for these problems lie in the lack of strategic decomposition in the design process of the performance appraisal system, the lack of long-term evaluation index setting, and the lack of communication and feedback in the evaluation process. In view of these problems, this paper expounds the important role of introducing the concept of balanced scorecard in generous real estate companies. On the basis of defining the existing problems, this paper improves the performance appraisal system, designs the performance appraisal index system with reference to the four dimensions of the balanced scorecard, combined with the expansionary development strategy of the company to create a first-class enterprise, and draws lessons from the four dimensions of the balanced scorecard. The index weight is calculated by analytic hierarchy process (AHP). The new and old assessment system is compared and analyzed. In order to ensure the smooth implementation of the assessment system, finally, the safeguard measures are put forward, including the establishment of leading organizations, the strengthening of staff training, the analysis of the difficulties in the implementation of the assessment system, and the establishment of organizational institutions to strive for the attention of management. Create a performance culture and strengthen basic management and other countermeasures.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F299.233.4;F272.92
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