本文選題：績效管理　切入點(diǎn)：房地產(chǎn)公司　出處：《華南理工大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：在現(xiàn)代社會(huì)，人是企業(yè)最寶貴的資源。當(dāng)今社會(huì)中企業(yè)與企業(yè)的競爭，實(shí)際上就是企業(yè)人力資源之間的競爭。而績效考核工作作為企業(yè)人力資源管理工作的重點(diǎn)之一，它通過提高員工和組織的績效、挖掘員工和組織的潛能來激勵(lì)員工，使他們的工作更加投入，同時(shí)也使組織不斷獲得成功。 中國的房地產(chǎn)市場(chǎng)，在改革開放以來逐漸活躍，特別是近10年來，房地產(chǎn)市場(chǎng)的暴利吸引了許多大大小小的公司爭相進(jìn)入。人們開始發(fā)現(xiàn)一些奇怪的現(xiàn)象：生產(chǎn)家電的公司開始投資房地產(chǎn)了，賣電腦的公司開始投資房地產(chǎn)了，連搞農(nóng)產(chǎn)品的公司也開始投資房地產(chǎn)了。雖然在2008年以來，國家開始大力打壓房價(jià)，為了限制房價(jià)增長過快出臺(tái)了一系列政策，但很多公司在及時(shí)改變營運(yùn)策略，調(diào)整人員組織架構(gòu)，提升工作效率的前提下，，依然保持良好的盈利水平�？上У氖�，有著國營企業(yè)雄厚背景的S地產(chǎn)公司，無論在行業(yè)環(huán)境良好時(shí)，還是在行業(yè)環(huán)境不如人意時(shí)，都沒有盈利。是什么制約了S地產(chǎn)公司的發(fā)展呢？ 筆者以S房地產(chǎn)公司的酒店項(xiàng)目部員工為診斷對(duì)象，研究其實(shí)行的人力資源績效考核工作實(shí)施情況，對(duì)S公司績效考核工作無法得到優(yōu)化提升這個(gè)情況進(jìn)行診斷，發(fā)現(xiàn)其績效考核工作存在績效考核辦法不科學(xué)，績效考核結(jié)果無法被反饋和應(yīng)用，績效考核體系不完善、員工和組織真實(shí)績效水平無法體現(xiàn)等問題。針對(duì)存在的問題，經(jīng)過分析推導(dǎo)，從設(shè)計(jì)績效考核辦法、完善績效考核體系和提高員工和組織績效水平三方面，對(duì)S房地產(chǎn)公司人力資源績效考核工作進(jìn)行優(yōu)化提升。
[Abstract]:In modern society, people are the most precious resources of enterprises. In today's society, the competition between enterprises and enterprises is actually the competition between human resources of enterprises. It motivates employees by improving their performance, tapping their potential and making them more engaged in their work. At the same time, it enables the organization to continue to succeed. China's real estate market has become increasingly active since the reform and opening up, especially in the past 10 years. The huge profits in the real estate market have attracted a lot of companies, large and small, to enter. People are beginning to discover some strange phenomena: companies that produce household appliances start investing in real estate, companies that sell computers start to invest in real estate, Even companies engaged in agricultural products have begun to invest in real estate. Although since 2008, the state has started to crack down on house prices and has introduced a series of policies to limit the rapid growth of house prices, many companies are changing their operating strategies in a timely manner. Under the premise of adjusting the organizational structure of personnel and improving work efficiency, we still maintain a good level of profitability. Unfortunately, S Real Estate Company with a strong background in state-owned enterprises, no matter when the industry environment is good, Or in the industry environment is unsatisfactory, are not profitable. What restricts the development of S real estate companies? Taking the hotel project department staff of S real estate company as the diagnostic object, the author studies the implementation of the performance appraisal of human resources, and diagnoses the situation that the performance appraisal of S company can not be optimized and promoted. It is found that the performance appraisal methods are not scientific, the performance appraisal results can not be feedback and application, the performance appraisal system is not perfect, and the real performance level of employees and organizations can not be reflected. Through the analysis and deduction, this paper optimizes the performance appraisal of S real estate company from three aspects: designing the performance appraisal method, perfecting the performance appraisal system and improving the staff and organization performance level.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F299.233.4

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