發(fā)布時(shí)間：2018-01-23 00:55

  本文關(guān)鍵詞： 房地產(chǎn)企業(yè) 績(jī)效管理 有效激勵(lì)　出處：《山東大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：我國(guó)的房地產(chǎn)行業(yè)經(jīng)歷了近二十年的風(fēng)雨洗禮,已經(jīng)從之前的無序競(jìng)爭(zhēng)、打價(jià)格戰(zhàn),發(fā)展為今天的品質(zhì)乃至品牌的競(jìng)爭(zhēng)。同時(shí)房地產(chǎn)行業(yè)所面臨的外部市場(chǎng)環(huán)境也日益嚴(yán)峻,近十年來國(guó)家一直沒有放松對(duì)房地產(chǎn)市場(chǎng)的打壓和調(diào)控。一線地產(chǎn)開發(fā)商萬科、龍湖、中海、恒大等紛紛轉(zhuǎn)戰(zhàn)二、三線城市,給當(dāng)?shù)氐姆康禺a(chǎn)市場(chǎng)帶來了更大的競(jìng)爭(zhēng)壓力。房地產(chǎn)企業(yè)單單靠以往的粗放式管理,難以在競(jìng)爭(zhēng)激烈的市場(chǎng)中獲得一席之地。因此,績(jī)效管理成為房地產(chǎn)企業(yè)加強(qiáng)內(nèi)部管理、塑造核心競(jìng)爭(zhēng)力的重要手段。 山東XJ集團(tuán)自2004年成功改制以來,進(jìn)入了企業(yè)化發(fā)展的軌道,在城市化進(jìn)程的推動(dòng)下,獲得了飛躍式的發(fā)展,員工人數(shù)由起初20人,發(fā)展到目前230余人；開發(fā)面積由之前累計(jì)不足10萬平米,到目前開發(fā)面積超過300萬平米；總資產(chǎn)由300萬人民幣增加到近6億元的資產(chǎn)。在公司業(yè)務(wù)快速發(fā)展,組織機(jī)構(gòu)不斷擴(kuò)大和人員不斷增加的情況下,如何有效地對(duì)各個(gè)部門、下屬單位進(jìn)行績(jī)效管理,如何開展公司各層級(jí)員工的績(jī)效管理,成為擺在山東XJ集團(tuán)公司面前的一個(gè)難題。特別是經(jīng)歷了2008年下半年的金融危機(jī)、2010、2011年的房地產(chǎn)重磅調(diào)控,以及2012年經(jīng)濟(jì)下行等外部環(huán)境的影響,如何加強(qiáng)內(nèi)部管理,通過提升員工的績(jī)效水平及改善公司組織的績(jī)效來提高公司的經(jīng)營(yíng)效益成為一個(gè)重中之重的問題。 本文通過問卷調(diào)查和訪談的方式,對(duì)山東XJ集團(tuán)原有的績(jī)效管理體系進(jìn)行了分析,針對(duì)存在的問題及結(jié)合公司的實(shí)際,重新優(yōu)化和設(shè)計(jì)了山東XJ集團(tuán)新的績(jī)效管理體系。本文的創(chuàng)新之處在于根據(jù)企業(yè)的發(fā)展階段即內(nèi)部管理的成熟度來進(jìn)行績(jī)效管理體系設(shè)計(jì)；其次通過建立三級(jí)計(jì)劃管理體系來有效地對(duì)公司年度經(jīng)營(yíng)重點(diǎn)計(jì)劃進(jìn)行分解,使制定出的績(jī)效考核指標(biāo)更科學(xué)和符合要求；最后根據(jù)房地產(chǎn)企業(yè)項(xiàng)目開發(fā)的特點(diǎn),對(duì)項(xiàng)目一線人員采用關(guān)鍵節(jié)點(diǎn)的專項(xiàng)考核。 本文共分為七個(gè)部分：第一部分為緒論,介紹論文研究的背景和意義,研究方法和工具、主要?jiǎng)?chuàng)新點(diǎn),基本思路與框架等。第二部分為績(jī)效管理的理論綜述,詳細(xì)介紹了績(jī)效管理相關(guān)理論及方法工具。第三部分為山東XJ集團(tuán)績(jī)效管理的現(xiàn)狀分析,介紹了山東XJ集團(tuán)的概況、當(dāng)前績(jī)效管理的狀況及評(píng)價(jià)。第四部分為山東XJ集團(tuán)績(jī)效管理中存在的問題及原因分析,通過員工訪談和問卷調(diào)查找出目前績(jī)效管理中存在的主要問題并進(jìn)行原因分析。第五部分為山東XJ集團(tuán)績(jī)效管理體系的設(shè)計(jì),詳細(xì)描述了績(jī)效管理體系的設(shè)計(jì)內(nèi)容。第六部分為山東XJ集團(tuán)績(jī)效管理體系的實(shí)施保障。第七部分為總結(jié)和展望,包括研究的成果以及下一步的展望。 本文的研究成果對(duì)于中小型房地產(chǎn)企業(yè)的績(jī)效管理體系設(shè)計(jì)具有一定的參考和借鑒意義。
[Abstract]:China's real estate industry has experienced nearly 20 years of wind and rain baptism, has been from the previous disorderly competition, a price war. At the same time, the real estate industry is facing an increasingly severe external market environment. In the past decade, the country has not relaxed the suppression and regulation of the real estate market. Vanke, Longhu, Zhonghai, Evergrande and other first-tier real estate developers have turned to the second and third tier cities. To the local real estate market brought greater competitive pressure. Real estate enterprises rely on the previous extensive management, it is difficult to get a place in the competitive market. Performance management has become an important means for real estate enterprises to strengthen internal management and shape core competitiveness. Since 2004, the Shandong XJ Group has entered the track of enterprise development. Under the impetus of urbanization, XJ Group has achieved a rapid development, with the number of employees from 20 at the beginning. To the present more than 230 people; The development area was less than 100,000 square meters before, and now the development area is more than 3 million square meters. Total assets from 3 million yuan to nearly 600 million yuan assets. In the rapid development of the company's business, the organization continues to expand and increase the number of personnel, how to effectively affect the various departments. Performance management of subordinate units, how to carry out the performance management of employees at all levels of the company, has become a difficult problem in front of Shandong XJ Group, especially after the financial crisis in the second half of 2008. In 2011, 2010, real estate control, as well as 2012 economic downturn and other external environment, how to strengthen internal management. It is a most important problem to improve the performance of the employees and the organizational performance of the company to improve the operating efficiency of the company. Through questionnaire and interview, this paper analyzes the original performance management system of Shandong XJ Group, aiming at the existing problems and combined with the actual situation of the company. The new performance management system of Shandong XJ Group is optimized and designed. The innovation of this paper is to design the performance management system according to the maturity of internal management. Secondly, through the establishment of a three-level plan management system to effectively decompose the company's annual key business plan, so that the established performance evaluation indicators more scientific and meet the requirements; Finally, according to the characteristics of the real estate enterprise project development, the key node of the project personnel special assessment. This paper is divided into seven parts: the first part is the introduction, introduces the background and significance of the paper, research methods and tools, the main innovation, basic ideas and frameworks. The second part is a theoretical review of performance management. The third part is the analysis of the current situation of the performance management of Shandong XJ Group, and introduces the general situation of Shandong XJ Group. The current performance management status and evaluation. 4th part of the Shandong XJ Group performance management problems and reasons. Through employee interviews and questionnaires to find out the main problems in the current performance management and cause analysis. 5th part is the design of Shandong XJ Group performance management system. The design content of the performance management system is described in detail. Part 6th is the implementation guarantee of the performance management system of Shandong XJ Group. Part 7th is the summary and prospect, including the results of the research and the prospect of the next step. The research results of this paper have a certain reference and reference significance for the performance management system design of small and medium-sized real estate enterprises.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F299.23

【參考文獻(xiàn)】

相關(guān)期刊論文 前9條

1 王雁飛;朱瑜;;組織社會(huì)化與員工行為績(jī)效——基于個(gè)人—組織匹配視角的縱向?qū)嵶C研究[J];管理世界;2012年05期

2 孫會(huì);徐永其;紀(jì)蘭;;基于平衡計(jì)分卡的企業(yè)績(jī)效考核體系設(shè)計(jì)[J];企業(yè)管理;2011年09期

3 王艾菊;;績(jī)效考核在人力資源管理中的作用[J];人力資源管理;2012年08期

4 孫會(huì);紀(jì)蘭;;績(jī)效考評(píng) 360°+KPI+優(yōu)勢(shì)分析[J];企業(yè)管理;2011年10期

5 張聰叢;鄒秀云;段波;;360度考評(píng)法的四大缺陷[J];企業(yè)管理;2012年11期

6 雷升祥;;構(gòu)筑企業(yè)發(fā)展的戰(zhàn)略高地[J];施工企業(yè)管理;2010年01期

7 王艷艷;;績(jī)效管理的理論基礎(chǔ)研究:回顧與展望[J];現(xiàn)代管理科學(xué);2011年06期

8 王鳳蘭;陳東旭;;中小企業(yè)績(jī)效評(píng)價(jià)體系的問題與對(duì)策探討[J];中小企業(yè)管理與科技(上旬刊);2013年01期

9 薛山;;績(jī)效管理體系再造[J];中小企業(yè)管理與科技(上旬刊);2013年01期

相關(guān)碩士學(xué)位論文 前4條

1 劉皓霞;MDY房地產(chǎn)開發(fā)公司員工激勵(lì)和績(jī)效考核的研究[D];天津大學(xué);2010年

2 陳曉然;建筑企業(yè)工程管理人員績(jī)效考核體系研究[D];江蘇大學(xué);2009年

3 杜坤;基于流程優(yōu)化的上海新波績(jī)效提升研究[D];蘭州大學(xué);2009年

4 程德強(qiáng);房地產(chǎn)開發(fā)公司績(jī)效管理研究[D];華中師范大學(xué);2012年

，

本文編號(hào)：1456222