本文關(guān)鍵詞： 績(jī)效考核 長(zhǎng)房物業(yè)新春分公司 平衡計(jì)分卡　出處：《吉林財(cái)經(jīng)大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：進(jìn)入21世紀(jì),經(jīng)濟(jì)全球化程度加深,企業(yè)面臨的競(jìng)爭(zhēng)壓力擴(kuò)展到全球范圍,市場(chǎng)格局瞬息萬變,各種新的概念、名詞層出不求,管理的關(guān)鍵詞也變?yōu)榱丝蛻簟⒎⻊?wù)、流程和效率。企業(yè)已經(jīng)脫離為了實(shí)現(xiàn)短期目標(biāo)的最大利潤(rùn)而單一的加強(qiáng)內(nèi)部管理和提高生產(chǎn)效率,轉(zhuǎn)向了定位公司戰(zhàn)略和提高行業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)上來�？�(jī)效考核是公司運(yùn)營(yíng)過程中的一項(xiàng)重要的人力資源管理工作,符合公司實(shí)際的優(yōu)秀績(jī)效考核體系是提高員工工作效率、提升企業(yè)效益、增加企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)的重要保障。企業(yè)越來越重視公司戰(zhàn)略目標(biāo),也越來越重視應(yīng)該如何進(jìn)行企業(yè)員工績(jī)效考核。本文以長(zhǎng)春房地集團(tuán)物業(yè)總公司新春分公司管理科績(jī)效考核體系為研究對(duì)象,通過對(duì)長(zhǎng)房物業(yè)新春分公司管理科房管員進(jìn)行訪談,仔細(xì)分析公司在市場(chǎng)經(jīng)濟(jì)轉(zhuǎn)型后的運(yùn)營(yíng)現(xiàn)狀、公司績(jī)效考核體系中存在的問題并分析其原因,以改善公司績(jī)效考核現(xiàn)狀為出發(fā)點(diǎn),結(jié)合績(jī)效考核相關(guān)理論知識(shí)和概念,引入平衡積分卡,分別從財(cái)務(wù)維度、客戶維度、內(nèi)部流程維度、學(xué)習(xí)與成長(zhǎng)維度設(shè)計(jì)管理科科長(zhǎng)和房管員的績(jī)效考核指標(biāo)、確定指標(biāo)權(quán)重和制定績(jī)效考核指標(biāo)打分標(biāo)準(zhǔn)并通過營(yíng)造適合績(jī)效考核體系發(fā)展的公司內(nèi)部環(huán)境、制度和人員保障等措施確�？�(jī)效考核體系能夠順利運(yùn)行�？傊�,本文針對(duì)長(zhǎng)房物業(yè)新春分公司績(jī)效考核體系存在的問題,對(duì)其進(jìn)行了優(yōu)化,努力做到更客觀、公平,讓長(zhǎng)房物業(yè)新春公司的管理者能夠在公開、公平、公正的前提下運(yùn)用績(jī)效考核結(jié)果,更好的促進(jìn)長(zhǎng)房物業(yè)新春公司提升公司績(jī)效、提高運(yùn)營(yíng)效率從而實(shí)現(xiàn)公司的長(zhǎng)遠(yuǎn)發(fā)展。
[Abstract]:In 21th century, the degree of economic globalization deepened, the competition pressure faced by enterprises extended to the global scope, the market structure changed rapidly, a variety of new concepts, noun layer is not required, the key words of management have also become customers. Services, processes, and efficiency. Companies have moved away from internal management and production efficiency in order to achieve maximum profits for short-term goals. Turn to positioning the company strategy and improve the competitive advantage of the industry. Performance appraisal is an important human resource management in the course of the company operation. The excellent performance appraisal system in line with the actual situation of the company is an important guarantee to improve the efficiency of the staff, enhance the efficiency of the enterprise and increase the competitive advantage of the enterprise. Enterprises pay more and more attention to the strategic objectives of the company. Also more and more attention should be paid to how to conduct the performance appraisal of enterprise employees. This paper takes the performance appraisal system of management department of Changchun Real Estate Group property Corporation as the research object. Through the long house property management branch management staff interviews, carefully analyze the company in the market economy after the transformation of the operation situation, the company performance appraisal system problems and analysis of the reasons. In order to improve the current situation of corporate performance appraisal, combined with the performance appraisal related theoretical knowledge and concepts, the introduction of balanced scorecard, respectively from the financial dimension, customer dimension, internal process dimension. Learning and growth dimension design management section chief and housing management staff performance evaluation indicators, determine the weight of indicators and establish performance appraisal indicators scoring standards and through the creation of a suitable performance appraisal system development of the company's internal environment. System and personnel security measures to ensure the smooth operation of the performance appraisal system. In short, this paper aimed at the problems of the performance appraisal system of long house property New Spring Branch, to optimize its efforts to achieve more objective. Fair, let the manager of the long house property new spring company in the open, fair, fair under the premise of the use of performance appraisal results, better promote the long house property company to improve the company performance. Improve operational efficiency to achieve the long-term development of the company.
【學(xué)位授予單位】：吉林財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F299.233.47

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 汪燕丹;;大數(shù)據(jù)時(shí)代的企業(yè)績(jī)效管理[J];經(jīng)營(yíng)與管理;2015年12期

2 張欣蕊;;企業(yè)信息化管理績(jī)效評(píng)價(jià)探究[J];電子測(cè)試;2015年15期

3 樓建設(shè);;淺析企業(yè)人力資源的合理配置[J];中國(guó)商貿(mào);2014年28期

4 徐敏;;國(guó)有企業(yè)人力資源管理中激勵(lì)機(jī)制的運(yùn)用[J];中國(guó)商貿(mào);2014年28期

5 張棲晨;;談績(jī)效考核下的中小企業(yè)人力資源管理工作[J];中國(guó)商貿(mào);2014年28期

6 黃趙敏;;國(guó)有企業(yè)績(jī)效考核的常見問題及對(duì)策[J];中國(guó)高新技術(shù)企業(yè);2014年03期

7 苗恩新;博夢(mèng)云;;淮南東煤公司績(jī)效考核體系研究[J];經(jīng)營(yíng)管理者;2013年28期

8 徐春燕;;關(guān)注績(jī)效考核易被忽略的首尾環(huán)節(jié)[J];商業(yè)經(jīng)濟(jì);2013年15期

9 黃國(guó)華;王靚;;淺析企業(yè)績(jī)效考核結(jié)果之落實(shí)[J];中國(guó)電力教育;2013年05期

10 張偉強(qiáng);;績(jī)效考核指標(biāo)的有效設(shè)定及實(shí)施策略[J];科學(xué)管理研究;2009年05期

相關(guān)碩士學(xué)位論文 前1條

1 陳建木;基于平衡計(jì)分卡的國(guó)內(nèi)企業(yè)績(jī)效考核體系研究[D];華僑大學(xué);2009年

，

本文編號(hào)：1470969