【摘要】：1981年3月10日，深圳市第一家涉外商品房管理專(zhuān)業(yè)公司——深圳物業(yè)管理公司正式成立，從此這一新興行業(yè)在國(guó)內(nèi)逐步興起。改革開(kāi)放30年，中國(guó)物業(yè)管理行業(yè)也快速發(fā)展起來(lái)，，從無(wú)到有，從小到大，宛居物業(yè)公司就是在這種背景之下發(fā)展起來(lái)并運(yùn)行了20年。宛居物業(yè)公司作為雅氏集團(tuán)的副業(yè)，20年來(lái)的物業(yè)管理工作圍繞著地產(chǎn)系統(tǒng)運(yùn)轉(zhuǎn)，在以銷(xiāo)售為前提的營(yíng)運(yùn)模式下，物業(yè)系統(tǒng)雖然形成高品質(zhì)口碑，并帶動(dòng)銷(xiāo)售取得優(yōu)異業(yè)績(jī)，但是整個(gè)機(jī)制仍無(wú)法獨(dú)立，隨著行業(yè)競(jìng)爭(zhēng)的激烈，逐漸凸顯了基層員工主動(dòng)流失率高、中層管理人員積極性不高，運(yùn)作不靈活，2012年利潤(rùn)由預(yù)期的2500萬(wàn)大幅下挫至500萬(wàn)，共下跌75%。因此，本學(xué)位論文的選題圍繞業(yè)績(jī)下降展開(kāi)診斷研究，目標(biāo)在于診斷出業(yè)績(jī)下降的主要原因，并針對(duì)性地提出改善對(duì)策。 論文采取了文獻(xiàn)研究和訪(fǎng)談研究診斷方法，對(duì)集團(tuán)公司最早開(kāi)發(fā)的華南區(qū)域總監(jiān)、中層項(xiàng)目經(jīng)理等40人進(jìn)行了訪(fǎng)談。訪(fǎng)談內(nèi)容包括影響業(yè)績(jī)下降的外部因素：經(jīng)濟(jì)環(huán)境及政策對(duì)物業(yè)行業(yè)的影響，與同行業(yè)競(jìng)爭(zhēng)的風(fēng)險(xiǎn)；以及內(nèi)部因素：宛居物業(yè)公司組織管理架構(gòu)的情況、營(yíng)運(yùn)情況及缺陷、人力資源管理的欠缺。通過(guò)公司的文檔資料分析和訪(fǎng)談結(jié)果匯總、分析，得出了原因分析結(jié)論，包括：國(guó)內(nèi)外形勢(shì)對(duì)房地產(chǎn)行業(yè)的影響因素、2009年—2012年宛居物業(yè)公司經(jīng)營(yíng)變化影響因素、公司管理措施滯后影響因素、集團(tuán)組織管理結(jié)構(gòu)對(duì)宛居物業(yè)公司組織結(jié)構(gòu)影響進(jìn)而對(duì)業(yè)績(jī)產(chǎn)生影響、集團(tuán)用工政策的負(fù)面影響等。 根據(jù)診斷出的業(yè)績(jī)下降原因，本文提出了宛居物業(yè)公司業(yè)績(jī)提升的對(duì)策。具體對(duì)策包括：宛居物業(yè)公司不僅要提升品牌影響力、構(gòu)建適合物業(yè)管理公司經(jīng)營(yíng)的組織結(jié)構(gòu)，還要通過(guò)企業(yè)文化運(yùn)用、有效用工機(jī)制、激勵(lì)措施、薪酬機(jī)制等人力資源管理方法，深入連貫到組織承諾、員工滿(mǎn)意度、降低離職率，進(jìn)而在經(jīng)營(yíng)方式的創(chuàng)新上闡述，為宛居物業(yè)公司在未來(lái)的管理上扭虧為盈、持續(xù)發(fā)展、保持企業(yè)核心競(jìng)爭(zhēng)力。
[Abstract]:On March 10, 1981, Shenzhen Real Estate Management Company, the first foreign commercial house management professional company, was established. After 30 years of reform and opening up, China's property management industry has also developed rapidly, from scratch to existence, from small to large, Wanju property company is under this background to develop and run for 20 years. Wanju property Company, as the subsidiary of Yard Group, has been working around the real estate system for 20 years. Under the operating mode based on the premise of sales, the property system forms a high quality reputation and leads sales to achieve excellent results. But the whole mechanism is still not independent. With the fierce competition in the industry, it has gradually highlighted the high rate of active turnover of grass-roots employees, the low enthusiasm and inflexibility of middle management personnel, and the sharp drop in 2012 profits from 25 million to 5 million, a total decline of 75. 5%. Therefore, the topic of this dissertation focuses on the decline of performance, the goal of which is to diagnose the main reasons of the decline of performance, and to put forward the countermeasures to improve it. The paper adopts the methods of literature research and interview research and diagnostics, and interviews 40 people, such as the regional director of South China and the middle project manager, who were first developed by the group company. The interviews included external factors affecting performance decline: the impact of the economic environment and policies on the property industry, the risks of competition with the same industry, and internal factors: the organizational management structure of Wanju property companies, their operations and shortcomings, Lack of human resources management. Through the analysis of the company's documents and the summary of the interview results, the paper draws the conclusion of the cause analysis, including: the influence factors of the domestic and foreign situation on the real estate industry, the influence factors of the management changes of Wanju property company from 2009 to 2012, The factors affecting the lag of company management measures, the influence of group organizational management structure on the organizational structure of Wanju property company and the negative impact of group employment policy on the performance of Wanju property company are also discussed. According to the causes of the decline in performance, this paper puts forward the countermeasures of improving the performance of Wanju property company. Specific countermeasures include: Wanju property companies not only to enhance brand influence, to build a suitable property management company management organizational structure, but also through the use of corporate culture, effective employment mechanism, incentives, Human resource management methods, such as compensation mechanism, go deep into organizational commitment, employee satisfaction, reduce turnover rate, and then expound on the innovation of management methods, so that Wanchu property companies can turn losses into profits in the future management and continue to develop. Maintain the core competitiveness of enterprises.
【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(lèi)號(hào)】：F299.233.47

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