本文選題：地產(chǎn)　切入點(diǎn)：績(jī)效考核　出處：《首都經(jīng)濟(jì)貿(mào)易大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：在社會(huì)經(jīng)濟(jì)發(fā)展迅速的現(xiàn)今,一個(gè)企業(yè)的核心競(jìng)爭(zhēng)力已經(jīng)逐漸從資本轉(zhuǎn)向人才。企業(yè)想要在競(jìng)爭(zhēng)中處于有利位置,就必須加強(qiáng)企業(yè)人才的管理�？�(jī)效管理體系的建立,是一個(gè)成熟企業(yè)管理系統(tǒng)中不可或缺的一部分,也是重中之重。HSJ房地產(chǎn)力圖通過(guò)建立健全一套科學(xué)的、行之有效的績(jī)效考核評(píng)價(jià)系統(tǒng),使公司快速的運(yùn)轉(zhuǎn)起來(lái),更快更好的完成企業(yè)發(fā)展目標(biāo)。HSJ房地產(chǎn)想要健康穩(wěn)定的發(fā)展,建立一套符合自己的績(jī)效考核體系尤為重要,公司現(xiàn)在面臨的問(wèn)題就是整體的管理方法及公司指導(dǎo)思想與現(xiàn)代先進(jìn)企業(yè)的管理模式還有很大的差距,績(jī)效管理體系不健全且推行時(shí)間短,貫徹實(shí)行不徹底等。本文結(jié)合筆者實(shí)際工作中遇到的問(wèn)題及困難,采用定量分析及定性分析相結(jié)合等多種方法,在參閱國(guó)內(nèi)外權(quán)威人力資源績(jī)效管理書(shū)籍和對(duì)同行業(yè)內(nèi)成功企業(yè)績(jī)效管理體系學(xué)習(xí)的基礎(chǔ)上,秉承著理論與實(shí)踐相結(jié)合的原則,通過(guò)對(duì)HSJ房地產(chǎn)公司現(xiàn)有人力資源績(jī)效考核體系的探究,將現(xiàn)存績(jī)效考核體系當(dāng)中存在的問(wèn)題一一列出,重新整理,通過(guò)訪談、調(diào)查問(wèn)卷、理論研究與實(shí)踐相結(jié)合等原則,分析企業(yè)發(fā)展目標(biāo)、發(fā)展需求,并將發(fā)展目標(biāo)逐層分解,責(zé)任落實(shí)到部門和個(gè)人,在考量HSJ房地產(chǎn)公司戰(zhàn)略發(fā)展目標(biāo)時(shí),筆者綜合多方面因素,建立起HSJ公司戰(zhàn)略指標(biāo)模型,該指標(biāo)模型為本文創(chuàng)新點(diǎn)。結(jié)合HSJ房地產(chǎn)發(fā)展的實(shí)際情況,構(gòu)建了針對(duì)部門、個(gè)人的績(jī)效考核指標(biāo)及權(quán)重,綜合運(yùn)用了平衡計(jì)分卡法、360度績(jī)效考核法以及關(guān)鍵指標(biāo)等方法,綜合考量了事前計(jì)劃,事中管控,事后反饋等全過(guò)程管控,力求績(jī)效考核的公平公開(kāi)和公正,并建立申訴體系和制度、管理、人員等方面的保障。本體系成功的在HSJ房地產(chǎn)日常管理中得到應(yīng)用并為公司發(fā)展提供了新動(dòng)能。同時(shí),筆者嘗試尋找共性,總結(jié)出一套完整的,適合中國(guó)現(xiàn)階段民營(yíng)企業(yè)發(fā)展的績(jī)效考核的模型,為各個(gè)企業(yè)提供借鑒及參考。
[Abstract]:Nowadays, with the rapid development of social economy, the core competence of an enterprise has gradually shifted from capital to talent. If an enterprise wants to be in a favorable position in competition, it must strengthen the management of talents and the establishment of performance management system. HSJ is an indispensable part of a mature enterprise management system. HSJ real estate tries to establish and improve a set of scientific and effective performance appraisal system to make the company run quickly. HSJ Real Estate wants to develop healthily and steadily, it is very important to set up a performance appraisal system in line with your own. The problem that the company is facing now is that there is a big gap between the whole management method and the guiding ideology of the company and the management mode of the modern advanced enterprises, and the performance management system is not perfect and the implementation time is short. According to the problems and difficulties encountered in the author's practical work, this paper adopts several methods, such as quantitative analysis and qualitative analysis, etc. On the basis of reading domestic and foreign authoritative human resource performance management books and learning the performance management system of successful enterprises in the same industry, we adhere to the principle of combining theory with practice. Through the research on the existing human resource performance appraisal system of HSJ real estate company, the existing problems in the performance appraisal system are listed one by one, rearranged, through interviews, questionnaire, theory research and practice, etc. This paper analyzes the enterprise development goal, the development demand, and divides the development goal layer by layer, carries out the responsibility to the department and the individual, when considering the HSJ real estate company strategic development goal, the author synthesizes the various factors, establishes the HSJ company strategic index model. This index model is the innovation of this paper. According to the actual situation of HSJ real estate development, this paper constructs the performance appraisal index and weight for departments and individuals, and synthetically uses the balanced scorecard method and 360-degree performance appraisal method as well as the key indicators, etc. Considering comprehensively the whole process of management and control, such as prior planning, in-process control and feedback after the event, to strive for fair, open and fair performance appraisal, and to establish a complaints system and a system for management, The system has been successfully applied in the daily management of HSJ real estate and has provided new kinetic energy for the development of the company. At the same time, the author tries to find out the commonalities and sums up a set of complete, The performance evaluation model suitable for the development of private enterprises in China at present provides reference for each enterprise.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F299.233.4;F272.92

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