本文關(guān)鍵詞： 建筑施工 項(xiàng)目經(jīng)理 績(jī)效管理　出處：《長(zhǎng)安大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著改革開放進(jìn)行，中國(guó)經(jīng)濟(jì)得到長(zhǎng)足的發(fā)展，房地產(chǎn)企業(yè)也得到迅猛的發(fā)展，建筑施工項(xiàng)目也越來(lái)越多，建筑施工企業(yè)間的競(jìng)爭(zhēng)更為激烈，建筑施工項(xiàng)目經(jīng)理也越來(lái)越多。建筑施工項(xiàng)目經(jīng)理建筑施工項(xiàng)目的實(shí)際負(fù)責(zé)人，是整個(gè)項(xiàng)目的管理者，其工作更顯重要。為了適應(yīng)如今激烈的競(jìng)爭(zhēng)環(huán)境，促使建筑施工企業(yè)得到更好地發(fā)展，為企業(yè)創(chuàng)造更多的利潤(rùn)，應(yīng)當(dāng)提高建筑施工項(xiàng)目經(jīng)理的工作能力和管理水平。 為了提高建筑施工項(xiàng)目經(jīng)理的工作能力和管理水平，應(yīng)當(dāng)加強(qiáng)對(duì)項(xiàng)目經(jīng)理的績(jī)效管理工作，這樣能夠很好的引導(dǎo)、督促建筑施工項(xiàng)目經(jīng)理按時(shí)按量的完成項(xiàng)目計(jì)劃，降低成本，為企業(yè)創(chuàng)造更大利益；此外，還能達(dá)到培養(yǎng)優(yōu)秀人才、選拔優(yōu)秀人才、留住優(yōu)秀人才、吸引優(yōu)秀人才的作用，為企業(yè)的發(fā)展提供源源不斷的優(yōu)秀人才，提高建筑施工企業(yè)在項(xiàng)目上項(xiàng)目管理能力。因此，應(yīng)當(dāng)深入研究建筑施工項(xiàng)目經(jīng)理的績(jī)效管理，實(shí)現(xiàn)提高建筑施工項(xiàng)目經(jīng)理的管理能力和水平，達(dá)到提高企業(yè)生產(chǎn)能力，創(chuàng)造更多利潤(rùn)的目的。 結(jié)合項(xiàng)目管理和績(jī)效管理的相關(guān)理論，參照國(guó)內(nèi)外對(duì)建筑施工項(xiàng)目經(jīng)理的績(jī)效管理的研究，分析了建筑施工項(xiàng)目經(jīng)理績(jī)效管理現(xiàn)狀，，指出了存在的問(wèn)題，并提出了相應(yīng)的改進(jìn)建議。通過(guò)對(duì)建筑施工項(xiàng)目經(jīng)理工作的分析，依照建筑施工項(xiàng)目經(jīng)理的崗位職責(zé)與能力要求，確定出建筑施工項(xiàng)目經(jīng)理績(jī)效考評(píng)的重點(diǎn)。構(gòu)建了建筑施工項(xiàng)目經(jīng)理績(jī)效管理體系，確定績(jī)效目標(biāo)，制定了績(jī)效計(jì)劃，擬定績(jī)效考核主體，并實(shí)施績(jī)效輔導(dǎo)溝通，進(jìn)而構(gòu)建了績(jī)效評(píng)價(jià)體系，給出了績(jī)效結(jié)果的反饋、績(jī)效結(jié)果的申訴及處理的方法和步驟，還提出了績(jī)效改進(jìn)計(jì)劃和績(jī)效結(jié)果應(yīng)用思路。最后，在建筑施工項(xiàng)目經(jīng)理績(jī)效管理中應(yīng)用，檢驗(yàn)其效性，指導(dǎo)建筑施工項(xiàng)目經(jīng)理績(jī)效管理與工作實(shí)踐，并為建筑施工項(xiàng)目經(jīng)理績(jī)效管理的推廣打下基礎(chǔ)。
[Abstract]:With the development of reform and opening up, the Chinese economy has developed rapidly, the real estate enterprises have also developed rapidly, more and more construction projects have been carried out, and the competition among the construction enterprises has become more intense. There are also more and more construction project managers. The actual person in charge of the construction project is the manager of the whole project, and its work is even more important. In order to adapt to today's fierce competition environment, In order to promote the development of construction enterprises and create more profits for them, the working ability and management level of construction project managers should be improved. In order to improve the working ability and management level of the construction project manager, the performance management work of the project manager should be strengthened, so as to guide the construction project manager and urge the construction project manager to finish the project plan on time and on time. To reduce costs and create greater benefits for the enterprise; in addition, it can also achieve the purpose of training outstanding talents, selecting outstanding talents, retaining outstanding talents, attracting outstanding talents, and providing a continuous stream of outstanding talents for the development of enterprises. Therefore, we should deeply study the performance management of the construction project manager, realize the improvement of the management ability and level of the construction project manager, and increase the production capacity of the enterprise. The purpose of creating more profits. Based on the relevant theories of project management and performance management, and referring to the research on performance management of construction project managers at home and abroad, this paper analyzes the present situation of performance management of construction project managers, and points out the existing problems. Through the analysis of the work of the construction project manager, according to the post responsibility and ability requirements of the construction project manager, The key points of performance appraisal of construction project manager are determined. The performance management system of construction project manager is established, the performance goal is determined, the performance plan is drawn up, the main body of performance appraisal is drawn up, and the communication of performance guidance is carried out. Then the performance evaluation system is constructed, the feedback of the performance result, the complaint of the performance result and the methods and steps to deal with the performance result are given, and the performance improvement plan and the application thought of the performance result are also put forward. It is used in the performance management of construction project manager to test its validity, to guide the performance management and work practice of construction project manager, and to lay a foundation for the promotion of performance management of construction project manager.
【學(xué)位授予單位】：長(zhǎng)安大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：TU71

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