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论文编号：	11560
作者编号：	2320170309
上传时间：	2020/4/18 21:21:58
中文题目：	H地产天津公司员工绩效管理体系优化研究
英文题目：	Research on the Optimization of Performance Management System of H Real Estate Tianjin Branch
指导老师：	崔勋
中文关键字：	绩效考核；绩效管理体系优化；战略目标
英文关键字：	Performance Appraisal; Optimize the Performance Management System; Strategic Objective
中文摘要：	近几年，中国房地产行业发展速度逐渐变慢，商业地产获得了前所未有的发展机遇。作为发展迅速的新型业态，截止到2017年，商业地产的年投资平均增长速度达到 30%，但结合现阶段的项目储备来看，在2018年前后，一线、二线城市的商业地产市场每年的增长速度则保持在15个百分点以内。在这些城市中，平均每2人占有1m2的商业面积，与欧美等国的某些发达城市相比基本持平，这意味着市场已经步入了存量的年代。面对增量少见，存量却受到众多消费者多元化需求挑战的情况，商业地产运营商站在消费者和商户利益的角度上来寻找标准商业地产模式中存在的缺陷，在此基础上挖掘未来的经营趋势，从中深刻了解到管理对企业的关键作用。 绩效管理作为现代企业管理的实施工具之一，通过其将战略目标层层分解和落实，所以被诸多的公司引入并推行，其中也包括地产公司。但是，按照目前的运行成效，出现了与公司经营策略不一致，考评工作浮于表面等问题，以至于绩效管理体系形同虚设、毫无作用，更不用说能够通过绩效管理实现企业愿景。 本文特地选取了H地产天津公司当前所执行的绩效管理制度作为分析实例，通过选取合适的绩效管理理论及其研究方法来探究绩效管理机制，根据问卷调查所反馈的结果，深入的剖析在员工绩效管理体系中存在指标的制定不科学、不客观，绩效考核周期及模式不合理，不具有效的绩效沟通和反馈体系，绩效考核结果没有得到充分应用等问题，同时分析出导致这些问题的原因。在公司战略目标导向，公平、公正、公开，科学、合理、有序，绩效沟通持续性，绩效结果具有激励性原则下，基于H 地产天津公司未来发展战略，提出了相应问题的改进优化建议。最后为保证绩效管理体系的落地和实施，提出加强公司新绩效管理制度的培训及宣贯、获得集团及公司高层重视、机构保障-绩效管理委员会的设立、建立能力导向的绩效管理文化等保障措施。
英文摘要：	In recent years, the development speed of Chinese Real Estate industry gradually slows down, and Commercial Real Estate has obtained unprecedented developmental opportunities. As a new format of business with rapid development, by 2017, although the average annual growth rate of investment in commercial Real Estate has reached 30%, combined with the current projects, the annual growth of Commercial Real Estate market in the first and second tier cities will stabilize below 15% around 2018. In these cities, each 2 people has a 1 square meter business area by average, compared with some developed cities in Europe, America and other countries, it is basically the same, which means that Commercial Real Estate industry has already entered the Remnant Age. Facing the situation that the increment is scarce, but the remnant is challenged by the changeable demand of consumers, Commercial Real Estate operators stand on the point of view of consumers and shops’ interests, and based on that, new business trends are created, from which they can deeply understand the key role of management in enterprises. As one of a tool of a modern enterprise management implement, Performance Management has been introduced and promoted by many companies, also one of them is Real Estate enterprises. However, according to the effect of actual implementation, there are still a series of problems, such as the Performance Appraisal are inconsistent with business strategy, the assessment does not float at the surface, etc. It leads to Performance Management System not only performances practically no function, but an empty shell, not to achieve enterprise vision through Performance Management. This paper specifically selects the Performance Management System as an example of analysis which currently implemented in H Real Estate Tianjin Branch, by choosing appropriate Performance Management theory and research methods to explore the Performance Management Mechanism, according to the result of feedback based on questionnaire survey, make a better on the analysis of existing issues. They include, the construction of index is not scientific and objective, the Performance appraisal cycles and models are unreasonable, not have an effective performance communication and feedback system, apply the Performance Appraisal results inadequately, etc. In the meantime, the causes of these problems are also analyzed. Under the principle of company strategic goal oriented; fair, just, open; scientific, reasonable, orderly; continuous performance communication and incentive performance results, and based on developmental strategy in H Real Estate Tianjin Branch, this paper puts forward corresponding improvement and optimization suggestions. Finally, in order to ensure the landing and implementation of the Performance Management System, some safeguard measures are put forward, such as strengthening the training and publicity of the new Performance Management System, gaining the much attention of the group and the company's top level management, the institutional guarantee - setting up a Performance Management Committee, and establishing a capability-oriented performance management culture.
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