本文選題：房地產(chǎn) + 績效考核��； 參考：《云南大學》2013年碩士論文

【摘要】：對于在昭通本土處于領先優(yōu)勢的TD公司而言,應高度重視未來幾年人力資源的建設和管理,打造一支專業(yè)化的團隊,提升公司的核心競爭力,充分發(fā)揮人才作為企業(yè)實現(xiàn)跨區(qū)域發(fā)展、上市融資、強化行業(yè)地位助推器的作用,保持并不斷擴大自身的領先優(yōu)勢,鞏固行業(yè)地位,最終實現(xiàn)企業(yè)的永續(xù)發(fā)展。 目前,TD公司正處于企業(yè)快速發(fā)展時期,人員也在不斷增加,業(yè)務迅速拓展,影響力也在逐步提升。但企業(yè)在發(fā)展過程中,過多強調(diào)發(fā)展速度和規(guī)模,在一定程度上暴露出了人員管理制度的缺乏。與此同時原有管理制度已經(jīng)不能適應市場發(fā)展所帶來的變化�？冃Э己四苁股霞墝ο录壘哂械膿斅殑盏哪芰σ约澳芰Φ陌l(fā)揮程度進行分析,做出評價,進而盡到人盡其才、客觀合理的安置人員、調(diào)動員工積極性、提高工作績效；也能對員工職務調(diào)整、薪酬福利、培訓及獎金核定提供重要依據(jù),能明確員工導向,保障組織運行,給予員工與其貢獻相應的激勵。 有效的績效考核能夠激勵員工努力的工作,能夠吸引優(yōu)秀的人才、能夠不斷提高企業(yè)競爭力。任何企業(yè)都只有在公平、公正、公開的制度化規(guī)范下逐漸建立以能力和績效為基礎的評價體系和獎酬激勵體系,就能在人才市場的競爭中贏得主動。從TD公司目前的現(xiàn)狀來說,迫切需要一整套能夠規(guī)范員工績效考評系統(tǒng)來支撐企業(yè)業(yè)務的快速發(fā)展。績效考核的方法有很多,本文針對TD公司績效考核過程中暴露出的問題,運用相關績效考核理論對公司目前的績效考核系統(tǒng)進行診斷,就公司員工績效考評的目的、原則、主體、程序等內(nèi)容做分析和研究,找出適合公司績效考核的方法,再設計員工績效考核方案,實現(xiàn)員工績效考核體系的系統(tǒng)化、規(guī)范化,精細化,為公司跨越式發(fā)展奠定重要基礎。
[Abstract]:For TD Company, which is in the leading position in Zhaotong, we should attach great importance to the construction and management of human resources in the next few years, build a specialized team, and enhance the core competitiveness of the company. It is necessary to give full play to talents as enterprises to achieve cross-regional development, listed financing, strengthen the role of industry status booster, maintain and constantly expand their own leading advantages, consolidate the position of the industry, and ultimately achieve sustainable development of enterprises. At present, TD Company is in the period of rapid development of enterprises, the personnel is also increasing, the business is expanding rapidly, and the influence is gradually increasing. However, in the process of development, too much emphasis on the speed and scale of development, to a certain extent exposed the lack of personnel management system. At the same time, the original management system has been unable to adapt to the changes brought about by the development of the market. The performance appraisal can make the superiors analyze and evaluate the ability and ability of the subordinates, and then make the best use of the talents, arrange the personnel objectively and reasonably, arouse the enthusiasm of the employees, and improve the work performance. It can also provide important basis for staff position adjustment, compensation and welfare, training and bonus approval, clear employee orientation, ensure organization operation, and give employees corresponding incentives with their contributions. Effective performance appraisal can encourage employees to work hard, attract excellent talents, and constantly improve the competitiveness of enterprises. Any enterprise can win the initiative in the competition of talent market only by establishing the evaluation system and reward incentive system based on ability and performance under the system of fairness, justice and openness. From the current situation of TD Company, it is urgent to standardize employee performance appraisal system to support the rapid development of enterprise business. There are many methods of performance appraisal. In view of the problems exposed in the process of TD company's performance appraisal, this paper uses the relevant performance appraisal theory to diagnose the company's current performance appraisal system, and the purpose and principle of the company's employee performance appraisal. The main body, program and other contents are analyzed and studied to find out the method suitable for the performance appraisal of the company, and then to design the employee performance appraisal scheme to realize the systematization, standardization and refinement of the employee performance appraisal system. For the development of the company by leaps and bounds to lay an important foundation.
【學位授予單位】：云南大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92

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本文編號：1976012