人才的竞争是一切竞争的根本，为了提升企业核心竞争力，企业必须重视人力资源 的开发与管理。而绩效管理作为人力资源管理中的核心环节，也是人力资源管理领域中 最为棘手的任务之一。虽然房地产业经过近十年的发展已经成为我国发展最快的行业之 一，但随着国家调控政策的不断出台，房地产行业的市场竞争日益严峻。因此，建立能 够反映房地产行业与企业特点，兼顾企业长期战略发展的绩效管理体系，将有利于企业 了解自身的经营状况和调整未来的发展战略，达到有效提升房地产企业经营管理效率的 目的。 为了探索适合中国中小型房地产企业的绩效管理模式，本文首先阐述了绩效管理的 理论和主要方法，然后对颐中房地产公司绩效管理现状及存在问题进行了分析，做出了 绩效管理系统的适当改进方案，并提出了实施步骤。 作者从完善外部资源支持和建立必要的组织保障、形成相配套的绩效管理系统与人 力资源管理系统等方面，提出了颐中房地产公司建立和完善绩效管理系统的对策和思 路。通过确立简洁明确的公司远景和战略规划，将公司的战略指标进行年度分解和部门 分解，同时与高管层沟通，使其对公司的远景及战略达成共识。通过建立财务、客户、 内部业务、学习与成长四个方面的具体目标，结合公司的计划和预算，确定各部门、各 岗位年度、季度的业绩衡量指标，并利用各种不同沟通渠道让各层管理人员知道公司的 远景、战略、目标与业绩衡量指标。最后将每年的报酬奖励制度与平衡计分卡挂钩，并 将修正后的平衡计分卡衡量指标作为公司战略予以改进的参照依据，最终构建了以平衡 计分卡为基础的绩效管理改进体系。 本文在绩效管理体系改进设计的整个过程中，注重结合公司的实际情况，通过采用 定性与定量相结合的方法，将绩效管理的相关理论知识，运用到该公司的人力资源管理 体系中去，以最大程度调动员工的积极性，实现了公司和员工“双赢”的目的。 关键字： 人力资源 绩效管理 平衡计分卡The Research on the improvements of ETSONG Real Estate Company performance management plan Abstract The competition of talent is the fundamental of all competition to promote enterprise core competitiveness, so enterprises must pay attention to human resource development & management. And performance management is the core link and one of the most difficult tasks of human resources management. Although the real estate industry underwent near ten year development already to become our country to develop one of quickest professions, but along with national regulation policy's unceasing releasing, the real estate profession's market competition was day by day stern. Therefore, the establishment can reflect that the real estate profession and the enterprise characteristic, the proper attention to both enterprise long-term strategy development's achievements management system, will be advantageous in the enterprise understood own state of operation and the adjustment future developmental strategy, will achieve the effective promotion real estate enterprise management and operation efficiency the goal. In order to explore the suitable performance management mode for China's small and medium-sized real estate enterprise, this paper first expounded performance management theory and main method, then analyzed the ETSONG Real Estate Company performance management present situation and the existing problems, and made the performance management system of appropriate improvement scheme, last put forward the implementing steps. The author established and perfected the performance management system of countermeasures and external resources to support and establishing necessary organizational guarantee, formation of supporting the performance management system and human resource management system and so on, proposed Yizhong real estate company. Through the establishment succinct explicit company prospect and the strategic plan, carry on company's strategic target the year decomposition and the department decompose, simultaneously communicates with Gao Guanceng, causes it achieves the mutual recognition to company's prospect and the strategy. Through the establishment finance, the customer, the internal service, study and grow four aspect specific objectives, the union company's plan and the budget, determined that various departments, various posts year, the quarter achievement weight target, and communicates the channel using each kind to let each administrative personnels differently know company's prospect, strategic, the goal and the achievement weight target. Finally every year's reward incentive system and the balanced idea branchcustoms station suspension hook, after and will revise the balanced idea branch customs station weight target the reference basis which improves as the company strategy, constructed finally take has been balanced the idea branch customs station as the foundation achievements management improvement system. Based on the performance management system for design improvement throughout the process, the author payed attention to combine the actual performance of the company, by using qualitative and quantitative method, performance management relevant theoretical knowledge, to apply the company human resource management system, with the maximum degree to mobilize the enthusiasm of the employees, realized the company and the employee win-win purposes. Keywords: Human resources; Performance management; Balanced scorecard目 录 1 绪 论 ......................................................................................................................................................... 1 1.1 研究背景及意义 ......................................................................................................................................... 1 1.2 研究方法及目的 ......................................................................................................................................... 2 1.3 研究内容及框架 ......................................................................................................................................... 2 1.4 国内外研究动态 ......................................................................................................................................... 3 2 绩效管理相关理论综述 ............................................................................................................................. 7 2.1 绩效管理的相关概念 .................................................................................................................................. 7 2.2 绩效管理的主要思想 ................................................................................................................................. 8 2.3 绩效管理的主要方法 ............................................................................................................................... 10 3 颐中房地产公司发展现状分析 .................................................................................................................. 1 3.1 颐中房地产公司发展简介 ........................................................................................................................ 14 3.2 颐中房地产公司组织管理分析 ................................................................................................................ 14 3.3 颐中房地产公司人力资源管理分析 ....................................................................................................... 15 4 颐中房地产公司现有绩效管理现状分析 ................................................................................................. 18 4.1 季度目标考核 ........................................................................................................................................... 18 4.2 年度综合考核 ........................................................................................................................................... 20 4.3 公司绩效管理现状及存在的问题 ........................................................................................................... 21 4.4 与某地产公司对比分析 ........................................................................................................................... 24 5 颐中房地产公司绩效管理系统改进方案的设计 ...................................................................................... 25 5.1 构建以平衡计分卡为基础的绩效管理系统方案 .................................................................................... 25 5.1.1 改进思路............................................................................................................................................. 25 5.1.2 方案设计............................................................................................................................................. 26 5.2 实施绩效管理系统应注意的问题 ............................................................................................................ 36 6 颐中房地产公司绩效管理系统改进方案的实施保障 ............................................................................... 39 6.1 外部资源支持 ............................................................................................................................................ 39 6.2 组织保障完善 ............................................................................................................................................ 40 6.3 建立完善的绩效管理系统 ........................................................................................................................ 40 6.4 建立与其相适应的人力资源管理系统 .................................................................................................... 41 7 结 论 ....................................................................................................................................................... 49