【摘要】：房地產(chǎn)企業(yè)實際上是一個綜合型的企業(yè)，從設(shè)計開發(fā)到建筑實施，最后到營銷推廣，都需要大量專業(yè)綜合能力強的人才，也只有綜合能力強的人才才能處理好房地產(chǎn)企業(yè)中各種復(fù)雜的關(guān)系.所以，從這個角度看，對于房地產(chǎn)企業(yè)來講，人力資源管理的作用十分重要。W房地產(chǎn)公司在人力資源管理中出現(xiàn)了一些管理中的問題，導(dǎo)致人力資源管理不暢，直接影響公司的運轉(zhuǎn)和企業(yè)效益的增加，本文通過文獻綜述、案例分析和理論與實踐相結(jié)合等方法，對人力資源管理理論的探討和W房地產(chǎn)公司目前人力資源管理存在的問題，進行深層次的探討，找到根本原因，并在理論的基礎(chǔ)上結(jié)合公司的實際情況，提出W房地產(chǎn)公司人力資源管理改革的辦法和具體對策。希望通過對房地產(chǎn)行業(yè)深入了解的基礎(chǔ)上，運用人力資源開發(fā)管理的理論和方法，為W房地產(chǎn)公司人力資源管理找出具體解決方案，，提高企業(yè)的管理能力，以實現(xiàn)其總體戰(zhàn)略目標(biāo)，促進企業(yè)健康、有序的發(fā)展。不僅是對W房地產(chǎn)公司一家企業(yè)有用，可以說，對此類公司的人力資源管理改革都能起到一定的借鑒和理論指導(dǎo)意義，不管是從理論上還是現(xiàn)實中，都具有一定的意義。 通過國內(nèi)外文獻的研究，對有關(guān)人力資源管理和員工流失管理及激勵和戰(zhàn)略性績效管理進行梳理和介紹，為研究提供了理論基礎(chǔ)和依撐；通過調(diào)查W房地產(chǎn)公司人力資源現(xiàn)狀，發(fā)現(xiàn)及W房地產(chǎn)公司人力資源存在的關(guān)健管理問題有員工流失嚴(yán)重和工作效率偏低的問題，以為主要是W房地產(chǎn)公司人力資源管理在規(guī)劃、薪酬、考核和培訓(xùn)管理方面不到位和制度、文化與領(lǐng)導(dǎo)力方面的欠缺導(dǎo)致；在對W房地產(chǎn)公司人力資源現(xiàn)狀及人力資源管理中存在的問題進行原因剖析后，提出W房地產(chǎn)公司人力資源管理重點與對策，分別從制度層面，領(lǐng)導(dǎo)力的塑造層面和企業(yè)文化建設(shè)層面進行闡述。本文給W房地產(chǎn)公司人力資源管理的改革途徑找到準(zhǔn)確的解決辦法，使之人力資源管理改革可以順利進行，并為企業(yè)提供更高的經(jīng)濟效益服務(wù)。
[Abstract]:A real estate enterprise is actually a comprehensive enterprise. From design and development to architectural implementation, and finally to marketing promotion, a large number of professionals with strong comprehensive abilities are needed. Only the ability of comprehensive talent to deal with real estate enterprises in a variety of complex relationships. Therefore, from this point of view, for real estate enterprises, the role of human resources management is very important .W real estate companies in human resources management has some problems, resulting in human resources management is not smooth, This paper, through literature review, case analysis and combination of theory and practice, discusses the theory of human resource management and the problems existing in W real estate company's human resource management. This paper makes a deep discussion, finds out the fundamental reasons, and puts forward the methods and concrete countermeasures of human resource management reform of W real estate company on the basis of theory combined with the actual situation of the company. On the basis of deep understanding of the real estate industry, the author hopes to find a concrete solution to the human resource management of W real estate company by using the theory and method of human resource development and management, so as to improve the management ability of the enterprise. In order to achieve its overall strategic objectives, to promote the healthy and orderly development of enterprises. It is not only useful for a W real estate company, but also useful for the reform of human resource management in this kind of company, both in theory and in reality. Through the domestic and foreign literature research, the related human resources management and the staff turnover management and the incentive and the strategic performance management were combed and introduced, which provided the theoretical foundation and the support for the research; through the investigation W real estate company human resources present situation, Found and W real estate company human resources key management problems there are serious staff loss and work efficiency problems, think that W real estate company human resources management in the planning, compensation, Assessment and training management is not in place and system, culture and leadership are not in place. After analyzing the current situation of human resources and the problems in human resource management of W real estate company, This paper puts forward the key points and countermeasures of W real estate company's human resource management, respectively from the system level, the leadership level and the enterprise culture construction stratification plane carries on the elaboration. This paper provides an accurate solution to the reform of human resource management in W real estate company, which makes the reform of human resource management go on smoothly and provides a higher economic benefit service for the enterprise.
【學(xué)位授予單位】：武漢紡織大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F299.233.4;F272.92

【參考文獻】

相關(guān)期刊論文 前10條

1 劉鋼;葛寶山;何丹薇;;創(chuàng)業(yè)企業(yè)組織變革與人力資源管理實踐——基于中國企業(yè)管理經(jīng)驗的實證分析[J];東北師大學(xué)報(哲學(xué)社會科學(xué)版);2010年04期

2 淺潛;;房地產(chǎn)業(yè)亟需一個更和諧的產(chǎn)業(yè)鏈和生態(tài)圈的重建[J];觀察與思考;2008年24期

3 周志明;;注重培育企業(yè)文化 提高員工的忠誠度[J];化工質(zhì)量;2007年01期

4 張玉利;李乾文;;公司創(chuàng)業(yè)導(dǎo)向、雙元能力與組織績效[J];管理科學(xué)學(xué)報;2009年01期

5 鄭蕊;魯郁陶;;非經(jīng)濟性薪酬和組織公平性對薪酬滿意度的影響[J];價值工程;2008年02期

6 劉艷芝;;談我國房地產(chǎn)市場的現(xiàn)狀及走勢[J];科技情報開發(fā)與經(jīng)濟;2008年36期

7 于海波;鄭曉明;;薪酬滿意度的測量、影響因素和作用[J];科學(xué)管理研究;2008年01期

8 賈春峰;;我們站在企業(yè)文化建設(shè)的新起點上——求解當(dāng)前企業(yè)文化建設(shè)的十個問題[J];企業(yè)文明;2009年02期

9 周湘峰;;企業(yè)核心員工非薪酬激勵問題探討[J];商場現(xiàn)代化;2007年35期

10 蔣莉;潘穎;王蘭;;淺談房地產(chǎn)綠色營銷[J];大眾商務(wù);2009年02期

本文編號：2173089