發(fā)布時(shí)間：2018-06-18 03:27

  本文選題：房地產(chǎn) + 績(jī)效管理體系��； 參考：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文

【摘要】：隨著房地產(chǎn)企業(yè)集團(tuán)化、規(guī)�；瘍�(yōu)勢(shì)的凸顯,跨區(qū)域多項(xiàng)目發(fā)展成為眾多房地產(chǎn)戰(zhàn)略的不二選擇,這種基于戰(zhàn)略突圍、規(guī)模膨脹和加速布局的擴(kuò)張動(dòng)力,也帶來(lái)了低唱行業(yè)洗牌的廣度和深度,整個(gè)行業(yè)迅速步入戰(zhàn)略重組、結(jié)構(gòu)調(diào)整、競(jìng)爭(zhēng)白熾的變局階段,越來(lái)越多的房地產(chǎn)企業(yè)開(kāi)始由早期的關(guān)注外部轉(zhuǎn)向依靠自身內(nèi)部管理來(lái)應(yīng)對(duì)多變的環(huán)境。房地產(chǎn)企業(yè)之間的競(jìng)爭(zhēng)歸根結(jié)底是人力資源管理能力的競(jìng)爭(zhēng)。同時(shí),房地產(chǎn)業(yè)具有專業(yè)性強(qiáng)、風(fēng)險(xiǎn)大、投資額大、投資回收期長(zhǎng)、工作關(guān)系復(fù)雜等特點(diǎn)。這些特點(diǎn)決定了房地產(chǎn)行業(yè)必須苦練內(nèi)功,對(duì)外利用好房地產(chǎn)企業(yè)各方面的資源整合,對(duì)內(nèi)利用好組織資源完成項(xiàng)目開(kāi)發(fā)的高效率流程化作業(yè),才能確保企業(yè)在行業(yè)中持續(xù)發(fā)展、壯大,在行業(yè)激勵(lì)的競(jìng)爭(zhēng)中取得良好的成績(jī)�？�(jī)效管理體系建設(shè)是房地產(chǎn)企業(yè)開(kāi)發(fā)高效率流程化作業(yè)的前提,它能使組織的目標(biāo)與公司員工的目標(biāo)保持高度的一致性,從而促進(jìn)房地產(chǎn)企業(yè)的效率提升、業(yè)績(jī)提升。因此,績(jī)效管理體系的建設(shè)對(duì)房地產(chǎn)企業(yè)來(lái)說(shuō)是一項(xiàng)非常重要的工作。 XX房地產(chǎn)公司是XX集團(tuán)在成都設(shè)立的子公司,目前下轄三個(gè)項(xiàng)目公司,員工150多人,主要業(yè)績(jī)來(lái)源于“桃源銘”項(xiàng)目。XX房地產(chǎn)公司“桃源銘”項(xiàng)目分三期同時(shí)進(jìn)行開(kāi)發(fā),員工人數(shù)約80人,“桃源銘”項(xiàng)目三期在按項(xiàng)目節(jié)點(diǎn)計(jì)劃進(jìn)行開(kāi)發(fā)的同時(shí),“桃源銘”項(xiàng)目的內(nèi)部管理卻日益混亂,辦事效率低,執(zhí)行力差,制度不健全,流程混亂等等。項(xiàng)目的內(nèi)部管理中績(jī)效管理機(jī)制無(wú)激勵(lì)約束作用是其中最重要的部分。諸多問(wèn)題直接后果是公司股東不滿意、員工滿意度低下,公司目標(biāo)達(dá)成率低,嚴(yán)重制約公司經(jīng)營(yíng)業(yè)績(jī)的提高,影響公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。在外部環(huán)境日益惡劣的情況下,公司發(fā)展陷入困境。要實(shí)現(xiàn)戰(zhàn)目標(biāo),“桃源銘”項(xiàng)目必須改善內(nèi)部管理,解決項(xiàng)目目標(biāo)效率低下,內(nèi)部流程混亂等問(wèn)題,分析現(xiàn)有的績(jī)效管理存在的問(wèn)題,完善項(xiàng)目績(jī)效管理體系,提高公司股東、員工滿意度以及工作效率。 本文期望在對(duì)房地產(chǎn)行業(yè)深入了解的基礎(chǔ)上,以行業(yè)內(nèi)各房地產(chǎn)區(qū)域公司為大背景,運(yùn)用績(jī)效管理和項(xiàng)目管理相關(guān)理論,結(jié)合XX房地產(chǎn)公司“桃源銘”項(xiàng)目?jī)?nèi)部管理現(xiàn)狀,對(duì)其績(jī)效管理體系進(jìn)行剖析。并借鑒行業(yè)知名大型房地產(chǎn)集團(tuán)公司先進(jìn)的績(jī)效管理經(jīng)驗(yàn),以績(jī)效管理體系的理論知識(shí)為基礎(chǔ),XX房地產(chǎn)公司“桃源銘”項(xiàng)目戰(zhàn)略目標(biāo)為導(dǎo)向,夯實(shí)項(xiàng)目的績(jī)效管理體系,提升XX房地產(chǎn)公司“桃源銘”項(xiàng)目的內(nèi)部管理能力,為實(shí)現(xiàn)公司總體戰(zhàn)略目標(biāo)打下牢固基礎(chǔ)。
[Abstract]:With the agglomeration and scale advantages of real estate enterprises, cross-regional and multi-project development has become the choice of many real estate strategies, which is based on the expansion of strategic breakthrough, expansion of scale and accelerated layout. It also brought about the breadth and depth of shuffling in the low singing industry, and the entire industry quickly stepped into the stage of strategic restructuring, structural adjustment, and incandescent competition. More and more real estate companies begin to rely on their own internal management to cope with the changing environment. The competition among real estate enterprises is, in the final analysis, the competition of human resource management ability. At the same time, the real estate industry has the characteristics of strong specialization, high risk, large investment, long payback period and complicated working relationship. These characteristics determine that the real estate industry must work hard at home and abroad, make good use of the real estate enterprises in all aspects of the integration of resources, make good use of organizational resources to complete the high efficiency of project development process, Only in order to ensure the sustainable development of enterprises in the industry, strong in the industry incentives in the competition to achieve good results. The construction of performance management system is the premise for real estate enterprises to develop highly efficient process operations. It can make the objectives of the organization and the objectives of the employees to maintain a high degree of consistency, thereby promoting the efficiency of real estate enterprises and performance improvement. Therefore, the construction of a performance management system is a very important job for real estate enterprises. Xx Real Estate Company is a subsidiary of XX Group in Chengdu, which currently operates three project companies and employs more than 150 people. The main achievement comes from "Taoyuan Ming" project. Xx real estate company "Taoyuan Ming" project is developed in three phases, the number of employees is about 80, "Taoyuan Ming" project is developed according to the project node plan at the same time, However, the internal management of Taoyuan Ming Project is increasingly chaotic, low efficiency, poor execution, imperfect system, chaotic process and so on. The performance management mechanism is the most important part in the internal management of the project. Many problems directly result in dissatisfied shareholders, low employee satisfaction, low achievement rate of corporate goals, which seriously restrict the improvement of the company's business performance and affect the realization of the company's strategic objectives. Under the increasingly bad external environment, the development of the company is in trouble. In order to achieve the war goal, "Taoyuan Ming" project must improve the internal management, solve the problems such as the inefficiency of the project objective and the confusion of the internal process, analyze the existing problems of the performance management, perfect the project performance management system, and improve the shareholders of the company. Employee satisfaction and productivity. Based on a deep understanding of the real estate industry, this paper takes the real estate regional companies in the industry as the background, applies the theories of performance management and project management, and combines the current situation of the internal management of the "Taoyuan Ming" project in XX real estate company. The performance management system is analyzed. And draw lessons from the advanced performance management experience of the well-known large real estate group company of the industry, take the theory knowledge of the performance management system as the foundation, take the "Taoyuan Ming" project strategic goal of XX real estate company as the direction, consolidate the performance management system of the project. Improve XX real estate company "Taoyuan Ming" project internal management ability, for the realization of the company's overall strategic objectives lay a solid foundation.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F299.233.4;F272.92

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