【摘要】：當(dāng)前,面對(duì)全球經(jīng)濟(jì)一體化的趨勢(shì),企業(yè)之間人力資源、技術(shù)資源、信息資源、市場(chǎng)資源等競(jìng)爭(zhēng)變得異常激烈。對(duì)于房地產(chǎn)行業(yè)而言,其具有規(guī)模大、資金密集、關(guān)聯(lián)產(chǎn)業(yè)多的特點(diǎn),隨著行業(yè)結(jié)構(gòu)的優(yōu)化和市場(chǎng)細(xì)分的加劇,人才競(jìng)爭(zhēng)已成為房地產(chǎn)企業(yè)提升核心競(jìng)爭(zhēng)力的關(guān)鍵因素,如何吸引和使用好人才,也是擺在大多數(shù)房地產(chǎn)商面前的一道難題和迫切需要解決的問題。 績(jī)效考核管理是企業(yè)人力資源工作的重要組成部分,也是調(diào)動(dòng)員工積極性、激發(fā)員工潛能的有效方法和途徑。企業(yè)績(jī)效考核制度是否完善、程序是否嚴(yán)謹(jǐn)、指標(biāo)設(shè)計(jì)是否科學(xué)、結(jié)果運(yùn)用是否公平公正,都會(huì)直接影響企業(yè)階段性和長(zhǎng)期性戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。作為提升企業(yè)科學(xué)管理水平,提高企業(yè)自身競(jìng)爭(zhēng)力的有效途徑,越來越多的企業(yè)把建立健全績(jī)效考核體系作為提高企業(yè)核心競(jìng)爭(zhēng)力,保障企業(yè)發(fā)展核心動(dòng)力的重要課題來研究。 HNGS房地產(chǎn)公司是一家國(guó)有控股企業(yè),為不斷適應(yīng)新時(shí)期房地產(chǎn)行業(yè)日益激烈的競(jìng)爭(zhēng),企業(yè)從2010年開始嘗試和探索績(jī)效考核管理工作,通過幾年的實(shí)踐,績(jī)效考核制度的實(shí)施對(duì)于調(diào)動(dòng)員工勞動(dòng)積極性,增強(qiáng)員工責(zé)任意識(shí),提升工作效率起到了一定作用,但隨著市場(chǎng)的變化和公司規(guī)模的擴(kuò)大,原有的績(jī)效考核制度暴漏出了一些問題,影響了企業(yè)總體戰(zhàn)略和組織目標(biāo)的順利實(shí)現(xiàn)。本文以HNGS房地產(chǎn)公司為研究對(duì)象,對(duì)公司績(jī)效考核指標(biāo)設(shè)計(jì)、評(píng)價(jià)標(biāo)準(zhǔn)、反饋溝通、激勵(lì)方式等存在的問題進(jìn)行診斷與分析,并針對(duì)存在的問題,以績(jī)效考核相關(guān)理論為基礎(chǔ),借鑒和采用關(guān)鍵績(jī)效指標(biāo)(KPI)、目標(biāo)管理法、360度考核法等績(jī)效考核工具,以“關(guān)鍵業(yè)績(jī)、目標(biāo)管理、跟蹤考核、獎(jiǎng)懲兌現(xiàn)”為考核原則,將公司戰(zhàn)略目標(biāo)、組織績(jī)效、部門績(jī)效及個(gè)人績(jī)效有效結(jié)合,建立“企業(yè)戰(zhàn)略、組織目標(biāo)、個(gè)人業(yè)績(jī)”三位一體的考核指標(biāo)體系,對(duì)所屬各項(xiàng)目單位、機(jī)關(guān)各部門及個(gè)人崗位業(yè)績(jī)指標(biāo)、權(quán)重及考評(píng)細(xì)則進(jìn)行詳細(xì)設(shè)計(jì),在此基礎(chǔ)上,對(duì)績(jī)效考核程序、結(jié)果運(yùn)用及相關(guān)保障措施等方面進(jìn)行設(shè)計(jì),構(gòu)建和完善HNGS房地產(chǎn)公司績(jī)效考核體系,促進(jìn)和推動(dòng)公司健康穩(wěn)定持續(xù)發(fā)展。
[Abstract]:At present, in the face of the trend of global economic integration, the competition among enterprises such as human resources, technical resources, information resources and market resources has become extremely fierce. For the real estate industry, it has the characteristics of large scale, capital intensive, and many related industries. With the optimization of industry structure and the intensification of market segmentation, talent competition has become the key factor to enhance the core competitiveness of real estate enterprises. How to attract and make good use of talents is also a difficult problem and urgent need to be solved in front of most real estate developers. Performance appraisal management is an important part of enterprise human resources work, it is also an effective way to arouse the enthusiasm of employees and stimulate their potential. Whether the enterprise performance appraisal system is perfect, whether the procedure is strict, whether the index design is scientific, and whether the result is fair and just will directly affect the realization of the enterprise's stage and long-term strategic goal. As an effective way to improve the level of scientific management and enhance the competitiveness of enterprises, more and more enterprises take the establishment and improvement of performance appraisal system as the core competitiveness of enterprises. HNGS Real Estate Company is a state-controlled enterprise, in order to adapt to the increasingly fierce competition of the real estate industry in the new era. The enterprise began to try and explore the performance appraisal management work in 2010. Through several years' practice, the implementation of the performance appraisal system has played a certain role in arousing the employees' enthusiasm for labor, enhancing the staff's sense of responsibility, and improving the work efficiency. But with the change of the market and the expansion of the company's scale, the original performance appraisal system has caused some problems, which has affected the successful realization of the enterprise's overall strategy and organizational goal. This article takes HNGS real estate company as the research object, carries on the diagnosis and the analysis to the company performance appraisal index design, the appraisal standard, the feedback communication, the incentive way and so on, and aims at the existence question, takes the performance appraisal correlation theory as the foundation. Using the key performance index (KPI), objective management method and 360-degree appraisal method for reference, taking "key achievement, objective management, tracking assessment, reward and punishment to realize" as the evaluation principle, the company's strategic objectives and organizational performance are put forward. Effective combination of department performance and personal performance, the establishment of "enterprise strategy, organizational objectives, personal performance" evaluation index system, to the affiliated project units, departments and individual performance indicators, On the basis of the detailed design of weight and appraisal rules, the performance appraisal procedure, result application and related safeguard measures are designed to construct and perfect the performance appraisal system of HNGS real estate company. Promote and promote the company's healthy, stable and sustainable development.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F299.233.4

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本文編號(hào)：2182966