本文關(guān)鍵詞：基于平衡計(jì)分卡的坤泰房地產(chǎn)公司績效管理體系研究　出處：《沈陽理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 平衡計(jì)分卡 房地產(chǎn)企業(yè) 績效管理

【摘要】：隨著我國房地產(chǎn)市場日趨成熟，競爭日益激烈，房地產(chǎn)企業(yè)要在日趨激烈的競爭環(huán)境下保持不敗之地，績效管理的改善，勢在必行。由于，，企業(yè)中傳統(tǒng)的績效管理系統(tǒng)的弊端日益明顯，已不能滿足現(xiàn)代企業(yè)績效管理的需要，而平衡計(jì)分卡的出現(xiàn)打破了這一局限，它通過財(cái)務(wù)指標(biāo)、客戶指標(biāo)、內(nèi)部流程指標(biāo)、學(xué)習(xí)與成長指標(biāo)這四個(gè)方面，對企業(yè)戰(zhàn)略目標(biāo)的執(zhí)行情況進(jìn)行及時(shí)地和準(zhǔn)確地評價(jià)。因此，把平衡計(jì)分卡與我國房地產(chǎn)企業(yè)特征結(jié)合起來研究績效管理不僅具有理論意義，而且也具有一定的應(yīng)用價(jià)值。 本文以沈陽坤泰房地產(chǎn)開發(fā)有限公司（以下簡稱“坤泰公司”）為研究對象，對其績效管理的現(xiàn)狀、存在的問題進(jìn)行了分析，指出其績效管理體系的構(gòu)建，并基于平衡計(jì)分卡理論對其績效管理體系進(jìn)行了設(shè)計(jì)，論述了其績效管理體系實(shí)施的對策。全文共分六個(gè)部分，其中：第一部分為導(dǎo)論，介紹本文的研究背景及意義、研究內(nèi)容、研究方法。第二部分為理論概述，分別介紹平衡計(jì)分卡理論和績效管理理論。第三部分是對坤泰公司的概況、績效管理現(xiàn)狀、績效管理的問題分析。第四部分主要研究坤泰公司績效管理體系的構(gòu)建，包括設(shè)計(jì)思路、戰(zhàn)略地圖的繪制、基于平衡計(jì)分卡的績效管理指標(biāo)體系的構(gòu)建、績效管理體系實(shí)施方案。第五部分為坤泰公司實(shí)施平衡計(jì)分卡績效管理體系的預(yù)期效果評估和保障措施。第六部分為本文的結(jié)論。 本文通過把平衡計(jì)分卡運(yùn)用到房地產(chǎn)企業(yè)的績效管理體系構(gòu)建中，從而實(shí)現(xiàn)人力資源績效管理工作在企業(yè)管理中的戰(zhàn)略意義和地位。希望通過本文的研究，能夠豐富平衡計(jì)分卡在人力資源績效管理中的應(yīng)用，對房地產(chǎn)企業(yè)建立合理的人力資源績效管理體系起到具有參考意義的價(jià)值。
[Abstract]:With the maturing of the real estate market in our country and the increasingly fierce competition, the improvement of the performance management is imperative for the real estate enterprises to keep an invincible position in the increasingly fierce competition environment. The disadvantages of traditional performance management system in enterprises are becoming more and more obvious, which can not meet the needs of modern enterprise performance management, but the emergence of balanced scorecard breaks this limitation, it is through financial indicators, customer indicators. Internal process indicators, learning and growth indicators of these four aspects, the implementation of the enterprise strategic objectives in a timely and accurate evaluation. Combining the balanced Scorecard with the characteristics of Chinese real estate enterprises to study the performance management not only has theoretical significance but also has certain application value. This paper takes Shenyang Kuntai Real Estate Development Co., Ltd (hereinafter referred to as "Kuntai Company") as the research object, analyzes the present situation and existing problems of its performance management, and points out the construction of its performance management system. And based on the balanced Scorecard theory, the performance management system is designed, and the implementation of the performance management system is discussed. The paper is divided into six parts: the first part is the introduction. This paper introduces the research background and significance, research content, research methods. The second part is a theoretical overview, respectively introducing the balanced scorecard theory and performance management theory. The third part is the general situation of Kuntai Company. The 4th part mainly studies the construction of the performance management system of Kuntai Company, including the design ideas, the drawing of strategic map. The construction of performance management index system based on balanced scorecard. The implementation scheme of the performance management system. 5th is the expected effect evaluation and safeguard measures of the implementation of the balanced Scorecard performance management system in Kuntai Company. 6th is the conclusion of this paper. This paper applies the balanced Scorecard to the construction of the performance management system of the real estate enterprises, so as to realize the strategic significance and status of the performance management of human resources in the enterprise management. It can enrich the application of balanced scorecard in human resource performance management, and play a reference value for real estate enterprises to establish a reasonable human resource performance management system.
【學(xué)位授予單位】：沈陽理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F299.233.4

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相關(guān)期刊論文 前1條

1 張偉強(qiáng);;績效考核指標(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

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