山东XJ集团绩效管理体系优化设计

发布时间：2018-01-23 00:55

本文关键词： 房地产企业绩效管理有效激励　出处：《山东大学》2013年硕士论文　论文类型：学位论文

【摘要】：我国的房地产行业经历了近二十年的风雨洗礼,已经从之前的无序竞争、打价格战,发展为今天的品质乃至品牌的竞争。同时房地产行业所面临的外部市场环境也日益严峻,近十年来国家一直没有放松对房地产市场的打压和调控。一线地产开发商万科、龙湖、中海、恒大等纷纷转战二、三线城市,给当地的房地产市场带来了更大的竞争压力。房地产企业单单靠以往的粗放式管理,难以在竞争激烈的市场中获得一席之地。因此,绩效管理成为房地产企业加强内部管理、塑造核心竞争力的重要手段。山东XJ集团自2004年成功改制以来,进入了企业化发展的轨道,在城市化进程的推动下,获得了飞跃式的发展,员工人数由起初20人,发展到目前230余人；开发面积由之前累计不足10万平米,到目前开发面积超过300万平米；总资产由300万人民币增加到近6亿元的资产。在公司业务快速发展,组织机构不断扩大和人员不断增加的情况下,如何有效地对各个部门、下属单位进行绩效管理,如何开展公司各层级员工的绩效管理,成为摆在山东XJ集团公司面前的一个难题。特别是经历了2008年下半年的金融危机、2010、2011年的房地产重磅调控,以及2012年经济下行等外部环境的影响,如何加强内部管理,通过提升员工的绩效水平及改善公司组织的绩效来提高公司的经营效益成为一个重中之重的问题。本文通过问卷调查和访谈的方式,对山东XJ集团原有的绩效管理体系进行了分析,针对存在的问题及结合公司的实际,重新优化和设计了山东XJ集团新的绩效管理体系。本文的创新之处在于根据企业的发展阶段即内部管理的成熟度来进行绩效管理体系设计；其次通过建立三级计划管理体系来有效地对公司年度经营重点计划进行分解,使制定出的绩效考核指标更科学和符合要求；最后根据房地产企业项目开发的特点,对项目一线人员采用关键节点的专项考核。本文共分为七个部分：第一部分为绪论,介绍论文研究的背景和意义,研究方法和工具、主要创新点,基本思路与框架等。第二部分为绩效管理的理论综述,详细介绍了绩效管理相关理论及方法工具。第三部分为山东XJ集团绩效管理的现状分析,介绍了山东XJ集团的概况、当前绩效管理的状况及评价。第四部分为山东XJ集团绩效管理中存在的问题及原因分析,通过员工访谈和问卷调查找出目前绩效管理中存在的主要问题并进行原因分析。第五部分为山东XJ集团绩效管理体系的设计,详细描述了绩效管理体系的设计内容。第六部分为山东XJ集团绩效管理体系的实施保障。第七部分为总结和展望,包括研究的成果以及下一步的展望。本文的研究成果对于中小型房地产企业的绩效管理体系设计具有一定的参考和借鉴意义。
[Abstract]:China's real estate industry has experienced nearly 20 years of wind and rain baptism, has been from the previous disorderly competition, a price war. At the same time, the real estate industry is facing an increasingly severe external market environment. In the past decade, the country has not relaxed the suppression and regulation of the real estate market. Vanke, Longhu, Zhonghai, Evergrande and other first-tier real estate developers have turned to the second and third tier cities. To the local real estate market brought greater competitive pressure. Real estate enterprises rely on the previous extensive management, it is difficult to get a place in the competitive market. Performance management has become an important means for real estate enterprises to strengthen internal management and shape core competitiveness. Since 2004, the Shandong XJ Group has entered the track of enterprise development. Under the impetus of urbanization, XJ Group has achieved a rapid development, with the number of employees from 20 at the beginning. To the present more than 230 people; The development area was less than 100,000 square meters before, and now the development area is more than 3 million square meters. Total assets from 3 million yuan to nearly 600 million yuan assets. In the rapid development of the company's business, the organization continues to expand and increase the number of personnel, how to effectively affect the various departments. Performance management of subordinate units, how to carry out the performance management of employees at all levels of the company, has become a difficult problem in front of Shandong XJ Group, especially after the financial crisis in the second half of 2008. In 2011, 2010, real estate control, as well as 2012 economic downturn and other external environment, how to strengthen internal management. It is a most important problem to improve the performance of the employees and the organizational performance of the company to improve the operating efficiency of the company. Through questionnaire and interview, this paper analyzes the original performance management system of Shandong XJ Group, aiming at the existing problems and combined with the actual situation of the company. The new performance management system of Shandong XJ Group is optimized and designed. The innovation of this paper is to design the performance management system according to the maturity of internal management. Secondly, through the establishment of a three-level plan management system to effectively decompose the company's annual key business plan, so that the established performance evaluation indicators more scientific and meet the requirements; Finally, according to the characteristics of the real estate enterprise project development, the key node of the project personnel special assessment. This paper is divided into seven parts: the first part is the introduction, introduces the background and significance of the paper, research methods and tools, the main innovation, basic ideas and frameworks. The second part is a theoretical review of performance management. The third part is the analysis of the current situation of the performance management of Shandong XJ Group, and introduces the general situation of Shandong XJ Group. The current performance management status and evaluation. 4th part of the Shandong XJ Group performance management problems and reasons. Through employee interviews and questionnaires to find out the main problems in the current performance management and cause analysis. 5th part is the design of Shandong XJ Group performance management system. The design content of the performance management system is described in detail. Part 6th is the implementation guarantee of the performance management system of Shandong XJ Group. Part 7th is the summary and prospect, including the results of the research and the prospect of the next step. The research results of this paper have a certain reference and reference significance for the performance management system design of small and medium-sized real estate enterprises.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F299.23

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