【摘要】：2011年以來，中國房地產(chǎn)各項(xiàng)宏觀調(diào)控政策包括新國十條、限購、限貸、房產(chǎn)稅及限價(jià)等陸續(xù)出臺(tái)，國家政府利用經(jīng)濟(jì)手段和行政手段雙管齊下以抑制房價(jià)的過快增長。這些政策的出臺(tái)恰恰為商業(yè)地產(chǎn)的發(fā)展創(chuàng)造了得天獨(dú)厚的條件，國內(nèi)眾多地產(chǎn)開發(fā)商紛紛開始涉足商業(yè)房地產(chǎn)，甚至實(shí)施逐步向商業(yè)地產(chǎn)開發(fā)轉(zhuǎn)型的戰(zhàn)略。事實(shí)上，目前對于商業(yè)地產(chǎn)行業(yè)來說，真正熟悉商業(yè)地產(chǎn)開發(fā)、融資、招商及管理的復(fù)合型人才是稀缺的，這使得商業(yè)地產(chǎn)迅速發(fā)展的同時(shí)，人才問題成為了眾多商業(yè)地產(chǎn)企業(yè)的發(fā)展瓶頸。面對商業(yè)地產(chǎn)人才需求量大、人才流失嚴(yán)重的局面，商業(yè)地產(chǎn)行業(yè)的人力資源管理工作顯得尤為重要。如何招徠并留住核心人才，為企業(yè)贏得競爭優(yōu)勢，成為企業(yè)人力資源管理的核心工作。 績效管理是企業(yè)人力資源管理系統(tǒng)中的核心環(huán)節(jié)，目前企業(yè)普遍進(jìn)行績效考評的管理，但管理的有效性普遍不高，產(chǎn)生的效果也不好。因此針對企業(yè)的實(shí)際發(fā)展需要找到一種簡易可行的簡明高效的績效管理方式，對企業(yè)的有效運(yùn)作具有很高的實(shí)用價(jià)值。 本文以人力資源管理和績效管理的相關(guān)文獻(xiàn)為研究基礎(chǔ)，通過文獻(xiàn)研究法、問卷調(diào)查法等方法對廣州高德置地廣場的績效管理進(jìn)行了研究，分析并指出其績效管理存在與公司戰(zhàn)略結(jié)合度不夠、績效指標(biāo)設(shè)置不科學(xué)、缺乏有效反饋與溝通的現(xiàn)狀。在此基礎(chǔ)上，基于企業(yè)戰(zhàn)略魚骨圖的分析，，結(jié)合關(guān)鍵績效指標(biāo)、平衡計(jì)分卡等理論和工具對高德置地廣場部門關(guān)鍵績效指標(biāo)體系進(jìn)行優(yōu)化設(shè)計(jì)，完善溝通反饋機(jī)制，并建立相應(yīng)的實(shí)施對策和保障措施。 本文的研究成果，對高德置地廣場完善績效管理體系具有重要的參考和實(shí)踐價(jià)值。
[Abstract]:Since 2011, China's real estate macro-control policies include ten new country, limit purchase, limit loan, property tax and price limit and so on, the national government use economic means and administrative means to restrain the rapid increase of house price. The introduction of these policies has created unique conditions for the development of commercial real estate. Many domestic real estate developers have begun to set foot in commercial real estate and even implemented the strategy of transforming to commercial real estate development step by step. As a matter of fact, at present, for the commercial real estate industry, the complex talents who are really familiar with the development, financing, investment and management of commercial real estate are scarce, which makes the commercial real estate develop rapidly at the same time. Talent problem has become the bottleneck of the development of many commercial real estate enterprises. In the face of large demand for commercial real estate talents and serious brain drain, human resource management in commercial real estate industry is particularly important. How to attract and retain the core talents to win the competitive advantage and become the core work of human resource management. The performance management is the core link in the enterprise human resources management system, at present, the enterprise generally carries on the performance appraisal management, but the management effectiveness is generally not high, the result is also not good. Therefore, it is of great practical value to find a simple and effective way of performance management for the actual development of enterprises. Based on the related documents of human resource management and performance management, this paper studies the performance management of Gaude Plaza in Guangzhou by the methods of literature research and questionnaire survey. This paper analyzes and points out that the performance management is not enough in combination with the company strategy, the performance index is not scientific, and it lacks effective feedback and communication. On this basis, based on the analysis of corporate strategic fish bone map, combining with the key performance indicators, balanced scorecard and other theories and tools to optimize the design of the key performance index system of Gaode Plaza, improve the communication and feedback mechanism. And set up the corresponding implementation countermeasure and safeguard measure. The research results of this paper have important reference and practical value for improving the performance management system of Gaode Land Plaza.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F299.233.4

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