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2020年BGY房地产太原分公司绩效管理方案优化研究_硕士论文

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绩效管理有助于提高企业长期业绩水平的改善,通过一系列的指标和方法准确地对 企业战略目标实施的全过程进行考核。企业绩效管理方案是否科学、是否符合企业管理 的需要直接关系到企业能否在众多行业竞争者中脱颖而出。目前,众多的国外企业通过 制定行之有效的绩效管理方法并不断加强业绩评价水平,在行业中成为佼佼者,国内企 业近几年也提高了对绩效管理的重视。 本文以在国内排名前十的 BGY 房地产公司作为研究对象,在实地调查、认真梳理 BGY 房地产公司相关资料的前提下,按照目前比较受认可的绩效管理理论,重点通过构建平 衡记分卡、梳理关键绩效指标,设定目标管理模式的思路去对 BGY 公司绩效管理进行改 进。在论文写作过程中,综合运用问卷调查法、实证研究法、个案研究法等方法,首先 系统梳理出目前 BGY 房地产公司的绩效管理水平,其次对绩效管理水平进行优劣评价, 最后结合目前国外房地产行业先进的绩效管理经验,定性分析对 BGY 房地产公司绩效管 理方案的改变方法,在全文论述过程中,重点探讨如何建立绩效管理支持系统、如何设 计绩效管理计划系统,如何完成绩效管理运作系统。在提供完整的绩效管理设计后,本 文试图对创新制度、投入资源、防范风险的方式和方法进行探讨,从而真正能够给 BGY 公司提出一套完善的房地产绩效管理建议,搭建一个具有可行性的体系,推动 BGY 太原 分公司业绩水平的提高。 实践证实,绩效管理方案必须与企业战略目标相统一,脱离企业战略目标的绩效管 理,注定无法与企业的实际相联系,从而也不会对企业的发展产生实际的价值,更不可 能有任何现实意义。本文正是对绩效管理与企业战略目标如何结合的一个探索,其实际 的操作价值必将高于理论价值,具体表现在以下三点操作价值,一是可行性的评估;绩 效管理的实际操作中,可行性永远是一个庞大的命题,这个命题的不确定性正是需要经 过不断的衡量各种指标才能达到最为完善的标准;二是适应性的要求;所谓适应性分析, 在本文中最重要的体现就是与企业战略目标的适应,企业战略往往建立在企业对过去发 展的总结,是企业在过去经过很长时间发展后,对目前形势的一种经验性判断,往往贯 彻着企业文化的体现;三是特殊性的分析;每个企业的绩效管理体系都有各自的特殊性, 这种特殊性导致的原因有多种,有因为所处行业不同、有因为相同行业不同地域,有因 为相同地域不同规模,有因为相同规模不同市场定位等; 关键词,房地产;绩效管理;方案优化 论文类型,应用研究BGY 房地产太原分公司绩效管理方案优化研究 Abstract The ideas and methods of performance management are being adopted by many enterprises all over the world, and have been paid more attention by more and more Chinese entrepreneurs. The establishment of a scientific enterprise performance management program, timely and accurate evaluation of the implementation of enterprise strategic objectives, is essential for the success of the enterprise. The Real Estate Company as the research object, based on the full investigation and research company related data, combined with the basic theory of performance management, the balanced scorecard, key performance indicators, target management mode, using the method of case analysis and theory with practical research method, and construct the performance management system of Real Estate Company. The Real Estate Company performance management plan contains three aspects: first, the design of performance management support system; second, the performance planning system design; third, performance management operation system design. The program design is completed, the introduction of performance management, program implementation, evaluation, improvement and make demonstration, namely innovation, resource of organization and system are the investment, risk prevention and other aspects of a more detailed exposition. This article through the analysis of performance management of domestic and foreign real estate enterprise's comparative advantages BGY Real Estate Company performance management and the lack of paper with different methods of performance management comparison, combined with BGY Real Estate Company in Taiyuan City real estate market strategy, put forward relevant system to improve the performance management of BGY Real Estate Company and the formation of the feasibility of the proposal. This paper takes Real Estate Company as the research object, combined with the theories of performance management, according to the Real Estate Company's enterprise management practice, a set based on the Balanced Scorecard performance management scheme design for the Real Estate Company, the performance management mode of key performance indicators. In the design process of performance management, firstly, the performance plan is detailed and carefully designed. Then, the performance management operation and support system are systematically studied and discussed. Finally, this article has also carried on many aspects actual demonstration to the design performance management plan, such as introduction, implementation, appraisal, improvement and so on. In the course of the research, the author mainly adopts three research methods, the method of integrating theory with practice, the method of investigation and research, and the case analysis. The method of combining theory with practice is the main method of our research. It runs through -II-兰州交通大学工商管理硕士(MBA)学位论文 -III- the whole chapter of this article. The survey method is through research on the phenomenon of the investigation and analysis, research methods to understand the law, the author through a large number of interviews, questionnaires and data access to the company's management status and performance management of the full research and analysis. Case analysis is a method to analyze and diagnose the situation of an enterprise, and then come up with a solution to the problem. In the fourth chapter of this article, the method of performance management is designed. The practice proved that the Real Estate Company performance management scheme of enterprise strategy can combine corporate strategy and performance management based on, can better help companies achieve strategic goals, has a strong practical value and practical significance. Key Words, Real Estate; Performance Management; Program Design兰州交通大学工商管理硕士(MBA)学位论文 目 录 摘要.....................................................................................................................................I Abstract ......................................................................................................................................II 1 绪论......................................................................................................................................... 1 1.1 研究背景...................................................................................................................... 1 1.2 国内外绩效管理方案优化研究现状.......................................................................... 2 1.2.1 国外绩效管理方案优化研究现状................................................................... 3 1.2.2 国内绩效管理方案优化研究现状................................................................... 4 1.3 研究方法..................................................................................................................... 6 1.4 研究内容...................................................................................................................... 6 1.5 研究意义...................................................................................................................... 7 2 绩效管理相关理论综述....................................................................................................... 10 2.1 绩效管理系统的特性................................................................................................ 10 2.2 绩效管理的定义........................................................................................................ 10 2.3 绩效管理的基本流程................................................................................................ 10 2.4 优秀绩效管理系统的特点........................................................................................ 12 2.5 绩效管理的主要模式................................................................................................ 13 2.5.1 目标管理法(MBO).................................................................................... 13 2.5.2 以 KPI 为核心的绩效管理 ........................................................................ 14 2.5.3 平衡积分卡(BSC) ..................................................................................... 14 3 BGY 房地产太原分公司绩效管理的现状 ......................................................................... 16 3.1BGY 房地产太原分公司公司简介 ........................................................................... 16 3.2BGY 房地产太原分公司公司的组织现状 ....................................................... 16 3.2.1 组织结构......................................................................................................... 16 3.2.2 组织特点......................................................................................................... 17 3.2.3 主要业务......................................................................................................... 17 3.3 BGY 房地产太原分公司的绩效管理方案状况调查 .............................................. 17 3.4 BGY 房地产太原分公司公司绩效管理方案存在的主要问题及原因分析 ...... 18 3.4.1 绩效管理存在的主要问题............................................................................. 18 3.4.2 绩效管理方案存在问题的原因分析............................................................. 20 4 BGY 房地产太原分公司公司绩效管理方案的优化 ......................................................... 22 4.1 绩效管理方案优化的目标........................................................................................ 22 -V-BGY 房地产太原分公司绩效管理方案优化研究 4.1.1 实现与企业战略目标的相适应..................................................................... 22 4.1.2 提高企业人力资源管理的科学化水平......................................................... 22 4.1.3 助推企业产品质量更上一层楼..................................................................... 23 4.1.4 提高组织运转能力......................................................................................... 23 4.1.5 促进人才结构的优化..................................................................................... 23 4.2 绩效管理方案优化的原则........................................................................................ 23 4.2.1 符合太原市房地产发展的内在需求............................................................. 23 4.2.2 完善并升级绩效考核..................................................................................... 24 4.2.3 发挥多部门的协作......................................................................................... 24 4.2.4 能够充分调动个人积极性............................................................................. 24 4.2.5 真正促进人的发展........................................................................................ 24 4.3 BGY 太原分公司绩效管理方案优化 .............................................................. 25 4.3.1 绩效管理支持系统的优化............................................................................. 25 4.3.2 绩效计划系统设计......................................................................................... 27 4.3.3 优化日常绩效管理制度................................................................................. 30 4.3.4 从 OKR 的角度探讨企业绩效管理方案的优化 .......................................... 31 4.3.5 BGY 太原分公司绩效管理优化方案的实施保障 ....................................... 31 结 论..................................................................................................................................33 致谢..................................................................................................................................35