本文關(guān)鍵詞： 建筑施工 項目經(jīng)理 績效管理　出處：《長安大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著改革開放進行，中國經(jīng)濟得到長足的發(fā)展，房地產(chǎn)企業(yè)也得到迅猛的發(fā)展，建筑施工項目也越來越多，建筑施工企業(yè)間的競爭更為激烈，建筑施工項目經(jīng)理也越來越多。建筑施工項目經(jīng)理建筑施工項目的實際負責(zé)人，是整個項目的管理者，其工作更顯重要。為了適應(yīng)如今激烈的競爭環(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，應(yīng)當(dāng)提高建筑施工項目經(jīng)理的工作能力和管理水平。 為了提高建筑施工項目經(jīng)理的工作能力和管理水平，應(yīng)當(dāng)加強對項目經(jīng)理的績效管理工作，這樣能夠很好的引導(dǎo)、督促建筑施工項目經(jīng)理按時按量的完成項目計劃，降低成本，為企業(yè)創(chuàng)造更大利益；此外，還能達到培養(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)在項目上項目管理能力。因此，應(yīng)當(dāng)深入研究建筑施工項目經(jīng)理的績效管理，實現(xiàn)提高建筑施工項目經(jīng)理的管理能力和水平，達到提高企業(yè)生產(chǎn)能力，創(chuàng)造更多利潤的目的。 結(jié)合項目管理和績效管理的相關(guān)理論，參照國內(nèi)外對建筑施工項目經(jīng)理的績效管理的研究，分析了建筑施工項目經(jīng)理績效管理現(xiàn)狀，，指出了存在的問題，并提出了相應(yīng)的改進建議。通過對建筑施工項目經(jīng)理工作的分析，依照建筑施工項目經(jīng)理的崗位職責(zé)與能力要求，確定出建筑施工項目經(jīng)理績效考評的重點。構(gòu)建了建筑施工項目經(jīng)理績效管理體系，確定績效目標(biāo)，制定了績效計劃，擬定績效考核主體，并實施績效輔導(dǎo)溝通，進而構(gòu)建了績效評價體系，給出了績效結(jié)果的反饋、績效結(jié)果的申訴及處理的方法和步驟，還提出了績效改進計劃和績效結(jié)果應(yīng)用思路。最后，在建筑施工項目經(jīng)理績效管理中應(yīng)用，檢驗其效性，指導(dǎo)建筑施工項目經(jīng)理績效管理與工作實踐，并為建筑施工項目經(jīng)理績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】：長安大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：TU71

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