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论文编号：	15000
作者编号：	2320224194
上传时间：	2024/12/9 11:48:47
中文题目：	Z集团T区域公司直营项目核心管理团队 目标激励体系优化研究
英文题目：	Optimization Study on the Goal Incentive System for the Core Management Team of Z Group''s Directly Operated Projects in T Region
指导老师：	袁庆宏
中文关键字：	民营建筑企业；直营项目；核心管理团队；目标管理；目标激励体系
英文关键字：	Private construction enterprises; Direct operated projects; Core management team; Targe management; Target incentive system
中文摘要：	近年来，随着世界经济发展速度放缓，国家经济战略调整、人口红利消退，中国经济由过去追求规模和速度的发展阶段步入高质量发展战略时代，进入经济结构调整的阵痛期，必然带来行业分化，倒逼粗放型的传统行业发展迭代更新，进而导致房地产市场受到严重冲击，加剧房屋建筑行业的萧条。以项目经理责任承包制为主的民营建筑企业市场竞争优势逐渐减弱，承包人不愿承担低价中标的管理风险，导致企业规模迅速缩减，不得不谋求转型发展，尝试新的项目经营管理模式，其中直营管理模式就是一项重要转型举措。这种模式由企业直接经营管理并对最终结果负责，对项目亏损承担最终责任，项目管理团队由公司统一委派。作为项目领导班子的直营项目核心管理团队，负责带领项目管理团队落实项目管理目标，对目标的实现具有关键性作用，因此，如何激励他们努力达成管理目标，是公司人力资源体系建设的核心工作。 为了调动直营项目核心管理层的工作积极性和主动性，公司尝试建立直营项目核心管理团队目标激励体系，围绕项目核心管理目标设置奖惩举措，通过强化项目管理目标的过程管理、结果考核，设立相应的过程奖励和结果奖励，对完成或超越目标的结果给予剩余价值分享，同时对未达目标的结果给予的惩罚，从正向激励和负向激励两方面确保项目管理目标的实现，激励直营项目核心管理团队创造更多的项目效益，实现企业与个人的双赢局面。 本文以Z集团T区域公司为研究对象，对直营项目核心管理团队目标激励体系进行研究，通过实践总结、资料数据分析、访谈调研的方式，识别直营项目核心管理团队目标激励体系方面存在的问题，并针对问题逐一进行原因分析。在此基础上，结合行业特点及公司现状，制定直营项目核心管理团队目标激励体系优化方案，围绕利润目标、成本管理目标、工程管理目标，设计节点奖励、最终奖励、风险保证金，明确相应的奖惩规则，从正向激励和负向激励两方面优化目标激励体系。本文优化研究，进一步完善Z集团T区域公司直营项目的激励体系，同时对其他建筑企业建设项目管理团队目标激励体系具有借鉴意义。
英文摘要：	In recent years, with the slowdown of the world economy, the adjustment of national economic strategies, and the decline of demographic dividends, the Chinese economy has entered the era of high-quality development strategy from the stage of pursuing scale and speed in the past. It has also entered the painful period of economic structural adjustment, which will inevitably bring about industry differentiation and force the development and iteration of extensive traditional industries, leading to a serious impact on the real estate market and a depression in the housing construction industry. The market competitive advantage of private construction enterprises, mainly based on the project manager responsibility contracting system, is gradually weakening. Contractors are unwilling to bear the management risk of winning bids at low prices, leading to a rapid reduction in the scale of the enterprise. Therefore, they have to seek transformation and development, and try new project management models, among which the direct management model is an important transformation measure. This model is directly operated and managed by the enterprise, who is responsible for the final results and bears the ultimate responsibility for project losses. The project management team is appointed by the company. As the core management team of the direct operated project of the project leadership team, responsible for leading the project management team to implement project management goals, it plays a key role in achieving the goals. Therefore, how to motivate them to work hard to achieve management goals is the core work of the company's human resources system construction. In order to mobilize the work enthusiasm and initiative of the core management team of direct operated projects, the company attempts to establish a goal incentive system for the core management team of direct operated projects. A reward and punishment system is set up around the project core management goals. By strengthening the process management and result assessment of project management goals, corresponding process rewards and result rewards are established. The surplus value of the results achieved or exceeded the goals is shared, while the punishment for the results that did not meet the goals is given. This ensures the achievement of project management goals from both positive and negative incentives, motivates the core management team of direct operated projects to create more project benefits, and achieves a win-win situation for both the enterprise and individuals. This thesis takes Z Group T Regional Company as the research object to study the target incentive system of the core management team of direct operated projects. Through practical summary, data analysis, and interview research, the problems in the target incentive system of the core management team of direct operated projects are identified, and the reasons for each problem are analyzed one by one. On this basis, combined with the characteristics of the industry and the current situation of the company, an optimization plan for the target incentive system of the core management team of the direct operated project is formulated. Around the profit target, cost management target, and engineering management target, node rewards, final rewards, and risk deposits are designed, and corresponding reward and punishment rules are clarified. The target incentive system is optimized from both positive and negative incentives. This thesis optimizes research and further improves the incentive system for Z Group's T regional company's direct operated projects, while also providing reference for the target incentive system of construction project management teams in other construction enterprises.
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