發(fā)布時(shí)間：2018-01-18 06:36

  本文關(guān)鍵詞：基于平衡計(jì)分卡的TT房地產(chǎn)企業(yè)績(jī)效考核體系設(shè)計(jì)　出處：《重慶理工大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

  更多相關(guān)文章： 績(jī)效考核 平衡計(jì)分卡 戰(zhàn)略目標(biāo)

【摘要】：隨著社會(huì)經(jīng)濟(jì)的不斷發(fā)展與強(qiáng)大，企業(yè)之間的競(jìng)爭(zhēng)也日益加劇，其中人力資源的競(jìng)爭(zhēng)則是企業(yè)競(jìng)爭(zhēng)中的核心競(jìng)爭(zhēng)。企業(yè)想在當(dāng)今激烈的市場(chǎng)競(jìng)爭(zhēng)中獲得立足之地，就必須抓住人才，因?yàn)榱己玫娜肆Y源，可以為企業(yè)的持續(xù)發(fā)展提供良好的基礎(chǔ)，因此當(dāng)代企業(yè)必須重視績(jī)效考核問(wèn)題。但是隨著經(jīng)濟(jì)的不斷發(fā)展，傳統(tǒng)的績(jī)效考核體系已經(jīng)不能夠再適用瞬息變化的市場(chǎng)競(jìng)爭(zhēng)體系，也不能滿(mǎn)足現(xiàn)代企業(yè)發(fā)展的節(jié)奏。 基于平衡計(jì)分卡來(lái)構(gòu)建企業(yè)的績(jī)效考核體系，可以從平衡計(jì)分卡的四個(gè)維度：財(cái)務(wù)維度、客戶(hù)維度、內(nèi)部流程維度、學(xué)習(xí)與成長(zhǎng)維度來(lái)構(gòu)建績(jī)效考核的相關(guān)指標(biāo)，從而將企業(yè)的戰(zhàn)略目標(biāo)與企業(yè)的績(jī)效考核融為一體，并且能夠?qū)⑵髽I(yè)的戰(zhàn)略目標(biāo)層層分解最終實(shí)現(xiàn)將企業(yè)的戰(zhàn)略目標(biāo)轉(zhuǎn)化為企業(yè)部門(mén)的目標(biāo)以及企業(yè)員工的目標(biāo)。通過(guò)構(gòu)建基于平衡計(jì)分卡的績(jī)效考核體系可以實(shí)現(xiàn)績(jī)效考核的溝通和后續(xù)績(jī)效考核體系的改進(jìn)，可以提高員工的工作能力，，增強(qiáng)企業(yè)的競(jìng)爭(zhēng)能力。 本文選取重慶某私營(yíng)房地產(chǎn)企業(yè)為研究對(duì)象，對(duì)TT房地產(chǎn)企業(yè)構(gòu)建基于平衡計(jì)分卡的績(jī)效考核體系。本文首先研究關(guān)于績(jī)效、績(jī)效考核及平衡計(jì)分卡的相關(guān)理論從而為后續(xù)論文的進(jìn)行提供理論依據(jù)。其次，本文對(duì)TT房地產(chǎn)企業(yè)所處的內(nèi)部環(huán)境和外部環(huán)境進(jìn)行分析，對(duì)TT房地產(chǎn)企業(yè)當(dāng)前的績(jī)效考核及所存在的問(wèn)題進(jìn)行相關(guān)分析。接著利用平衡計(jì)分卡對(duì)企業(yè)的績(jī)效考核指標(biāo)進(jìn)行設(shè)計(jì)，通過(guò)對(duì)企業(yè)戰(zhàn)略目標(biāo)的理解繪制出企業(yè)的戰(zhàn)略地圖，將績(jī)效考核與企業(yè)的戰(zhàn)略目標(biāo)聯(lián)系在一起。最后本文對(duì)TT房地產(chǎn)企業(yè)基于平衡計(jì)分卡的績(jī)效考核的后續(xù)實(shí)施程序作相關(guān)闡述，其中包括對(duì)TT房地產(chǎn)企業(yè)部門(mén)層面績(jī)效考核的設(shè)計(jì)、員工層面績(jī)效考核的設(shè)計(jì)以及績(jī)效考核周期的確定、績(jī)效考核小組成員的確定、績(jī)效考核的溝通和改進(jìn)等。并對(duì)保障績(jī)效考核實(shí)施的相關(guān)制度進(jìn)行分析與研究。 同時(shí)TT房地產(chǎn)企業(yè)基于平衡計(jì)分卡的績(jī)效考核體系仍需要在后續(xù)的施行中不斷的改進(jìn)和完善。通過(guò)本文的研究，希望能夠?yàn)橥?lèi)型的房地產(chǎn)企業(yè)的績(jī)效考核體系的改革和設(shè)計(jì)提供參考和借鑒。
[Abstract]:With the continuous development of social economy and strong, the competition between enterprises is also increasing, the competition of human resources is the core competition of enterprise competition. Enterprises want to get a place to live in in today's fierce market competition, must seize the talent, because of good human resources, can provide a good foundation for the sustainable development of enterprises therefore, the enterprise must pay attention to the performance appraisal problems. But with the development of economy, the traditional performance appraisal system can not apply to the changing market competition system, it can not meet the modern enterprise development pace.
The Balanced Scorecard to construct the enterprise performance evaluation system based on the four dimensions of the Balanced Scorecard: financial dimension, customer dimension, internal process dimension, learning and growth dimensions related indicators to construct the performance evaluation, which will be strategic target of the enterprise and enterprise's performance appraisal can be integrated, and the strategic objectives of the enterprise level the decomposition of realizing the strategic objectives of enterprises into the objectives of the corporate sector and enterprise staff. By improving the construction of Tonggou performance appraisal system based on Balanced Scorecard can achieve performance evaluation and follow-up of the performance assessment system, can improve the quality of staff, enhance the competition ability of the enterprise.
This paper selects Chongqing in a private real estate enterprises as the research object, the TT real estate enterprise performance evaluation system based on Balanced Scorecard. This paper studies on the performance, and provide a theoretical basis for the performance appraisal theory and the Balanced Scorecard to follow-up papers. Secondly, this paper analyses the TT real estate enterprise the internal and external environment, analyze the current performance appraisal of TT real estate enterprises and the existing problems. Then use the Balanced Scorecard to the enterprise performance evaluation index design, through the understanding of the strategic objectives of the enterprise to draw the strategy map of enterprise, the strategic performance evaluation and enterprise contact together. At the end of this paper. The TT real estate enterprise Balanced Scorecard Performance Appraisal Based on the follow-up implementation procedures are described, including the TT real estate enterprise department The design of performance appraisal at door level, the design of performance evaluation at staff level, the determination of performance appraisal cycle, the confirmation of members of performance appraisal team, the communication and improvement of performance appraisal, etc., and the analysis and research of relevant systems to ensure performance appraisal implementation.
Meanwhile, the performance appraisal system based on the Balanced Scorecard for TT real estate enterprises still needs to be improved and perfected in the follow-up implementation. Through the research in this paper, I hope it can provide reference and reference for the reform and design of the performance appraisal system of the same type of real estate enterprises.

【學(xué)位授予單位】：重慶理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F299.233.42

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