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论文编号：	15949
作者编号：	2320234044
上传时间：	2026/3/6 10:37:25
中文题目：	JS公司激励性薪酬制度优化研究
英文题目：	Research on the optimization of incentive compensation system for JS Company
指导老师：	牛建波
中文关键字：	房地产；员工；激励；薪酬；业绩
英文关键字：	Real Estate；Employee；Incentives；Compensation；Performance
中文摘要：	随着近年来经济的持续发展，普罗大众对住房的要求不断提升，改善型住房需求仍有较大缺口。然而，前些年房地产市场各类企业在中央、各级地方政府及金融机构的多种调控措施下持续承压，造成了整个房地产企业及下游各类供应企业不景气，以及相应而来的激烈内部竞争压力，许多知名房地产企业也出现了暴雷甚至破产事件。即使是没有出现暴雷或破产事件的房地产企业，为了保持企业本身的生存也出现了大面积降薪和裁员事件。最近一年，在坚持“房住不炒”的主旨思想下，中央、各级地方政府及金融机构根据各地实际情况均适当放松了对房地产行业的调控力度，但由于前期调控承受的压力仍未释放且普罗大众对于房地产行业信心减弱仍未恢复，房地产企业虽然压力稍有缓解但仍然面临生存问题。员工面对不够明晰的绩效评价体系显得越来越难以适从，工作效率受到严重影响。 人力资源管理的重要性在众多专家、学者的研究中得到了充分证实，其对于提升员工工作积极性、员工工作能力及公司整体业绩表现影响深远。对于房地产行业来说，由于前期竞争不够激烈，各类企业可以通过大开大合的经营方式获取巨额利润并提升企业规模，导致对人力资源管理未有深刻理解，而在当前激烈的市场竞争环境下，如无法意识到激励性薪酬制度的重要性则会快速损失人才并导致企业竞争力下滑。本人认为如何优化企业的激励性薪酬制度，对于房地产行业可持续发展及健康竞争具有重要的意义。 房地产行业经历多轮政策调整后呈现出分化愈发明显的特征，头部房地产企业依靠更雄厚的资本及人才，可以更快速地适应行业变更并引领行业创新，进而赚取了行业内大多数利润。JS公司是一家房地产企业，本文以JS公司为例，从薪酬福利、绩效考核、奖惩等方面对JS公司进行了调查。调查结果显示，JS公司存在薪酬水平较低、薪酬结构不够合理、绩效考核体系不完善、管理者不重视老员工、晋升通道狭窄、正负激励未完全兑现等诸多问题，导致核心部门的核心员工流失速度较快。本文采用文献研究法、访谈法，优化JS公司激励性薪酬制度，以期达到优化薪酬结构、完善绩效考核制度、明确晋升通道的目的，帮助JS公司保留核心优秀人才，保持并提高公司竞争力。
英文摘要：	In recent years, with the sustained development of the economy, the general public's requirements for housing have been continuously increasing, and there remains a significant gap in the demand for improved housing. However, in the past few years, various enterprises in the real estate market have been under continuous pressure due to multiple regulatory measures imposed by the central government, local governments at all levels, and financial institutions. This has led to a downturn in the entire real estate sector and its downstream supply enterprises, as well as intense internal competition pressure. Many well-known real estate companies have experienced financial crises or even bankruptcy. Even those real estate enterprises that have not faced such crises have resorted to widespread compensation cuts and layoffs to maintain their survival. Over the past year, adhering to the principle of "housing is for living, not for speculation," the central government, local governments at all levels, and financial institutions have appropriately relaxed the regulatory measures on the real estate industry according to local conditions. However, due to the lingering pressure from previous regulations and the still unrecovered confidence of the general public in the real estate sector, the pressure on real estate enterprises, although slightly alleviated, still poses survival challenges. Employees are finding it increasingly difficult to adapt to the unclear performance evaluation systems, which is severely affecting their work efficiency. The importance of human resource management has been thoroughly validated in the research of numerous experts and scholars, as it profoundly influences the enhancement of employee motivation, work capabilities, and the overall performance of a company. For the real estate industry, due to the previously less intense competition, various enterprises could amass substantial profits and expand their scale through aggressive business strategies, which led to a lack of deep understanding of human resource management. In the current fiercely competitive market environment, failure to recognize the importance of an incentivized compensation system can quickly result in talent loss and a decline in corporate competitiveness. I believe that optimizing the incentivized compensation system is of significant importance for the sustainable development and healthy competition within the real estate industry. After undergoing multiple rounds of policy adjustments, the real estate industry has exhibited an increasingly prominent characteristic of differentiation. Leading real estate companies, relying on stronger capital and talent reserves, can adapt to industry changes more quickly and lead industry innovation, thus capturing the majority of profits in the industry. JS Company is a real estate company, this paper takes JS Company as an example and investigates the company from the perspectives of compensation and benefits, performance evaluation, and rewards and penalties. The findings reveal that JS Company faces several issues, such as relatively low compensation levels, an unreasonable compensation structure, an imperfect performance evaluation system, management's neglect of senior employees, narrow promotion channels, and incomplete implementation of positive and negative incentives. These problems have led to a rapid turnover of core employees in key departments. This paper employs literature research and interview methods to optimize the incentivized compensation system of JS Company, aiming to refine the compensation structure, improve the performance evaluation system, and clarify promotion pathways, thereby helping JS Company retain its core talents and maintain or enhance its competitiveness.
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