首页 > 资料专栏 > 组织 > 机构类型 > 集团公司 > 基于KPI考核指标对房地产签约管理部各岗位绩效管理方案的研究及优化建议-以JL集团为例

基于KPI考核指标对房地产签约管理部各岗位绩效管理方案的研究及优化建议-以JL集团为例

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摘要 作为绩效管理重要组成部分的绩效考核,是企业人力资源管理的重点工作 之一。如何采用科学、合理、公平、公正的绩效考核方式,对企业各个部门及 员工进行日常工作态度、能力及表现、业绩完成情况、品行等进行全方位的综 合考评,来确定部门及员工的工作绩效,以帮助企业提升效益,促进企业的发 展,确保企业战略目标的实现,保留住优秀人才,起着至关重要的作用。 但在绩效考核的具体推行过程中,由于绩效考核方式及绩效管理的推行的 科学性和合理化程度不够或缺乏公平公正,在一定程度上导致员工消极应对, 无法起到调动员工工作热情和积极性的作用,从而致使人员流失率大,企业业 绩差等问题。本文针对此问题,以 JL集团为例,结合 JL集团的实际情况,运 用绩效管理和 KPI 考核指标的相关理论知识体系、方法,建立符合 JL集团发 展需要的 KPI 考核指标体系。 由于 JL集团签约管理部是 JL集团经营业绩实现情况的重要部门之一,如 何做好这一部门的绩效考核,调动该部门各岗位员工的积极性,促进企业战略 业绩的达成和提升经营业绩有着十分重要的意义。因此,本文选取 JL集团签约 管理部作为 JL集团部门考核的试点进行 KPI 考核体系的设计及运行,通过对 JL 集团绩效考核现状进行调查和研究,发现其中存在的问题,并找出行之有效 的解决方案,优化、完善 KPI 绩效考核指标体系及相应指标的权重,从而优化 JL 集团整体的绩效考核方式,进而调动 JL 集团员工的工作积极性,为 JL 集团 的快速发展保驾护航。 本文以 JL集团构建以战略为基础的绩效管理体系为实例,对 KPI 绩效考 核指标及权重占比的的科学性、适用性进行了研究、检验和归纳总结,分析给 出了改进意见,努力做到 KPI 指标体系和战略目标不脱节,同时确保指标体系 和权重的科学动态、合理有效。本文的创新之处在于从战略分析的角度出发, 试图通过 KPI 进行目标管理,对签约管理部各岗位人员进行有效的绩效考核, 为签约管理部及 JL集团管理人员做好团队管理,科学实施绩效考核和评价提供 借鉴和参考。摘要 关键词, KPI;绩效考核;战略;签约管理部;Abstract Abstract As one of the core contents of performance management, performance appraisal is a key task for human resource management in enterprise. How to adopt a scientific, reasonable and fair performance appraisal method to evaluate attitude, capability and performance, accomplishment rate of all departments' and employees' daily work, plays a vital role, for that method could be used to determine departments' and employees' performance level, and to retain qualified people, to help enterprises improve their efficiency, to promote enterprises' development, to ensure realization of the strategic objectives of enterprises. However, during the implementation of performance appraisal, due to lack of scientific and rationalization of performance appraisal and performance management, or lack of fairness, the employees can not arouse the enthusiasm paritly in their work, resulting in the loss of personnel, undesirable performance and other issues. Aiming at this problem, taking JL Group as an example, this paper applied the relevant theoretical knowledge and methods of performance appraisal and KPI appraisal indicators and establishes the KPI appraisal index system with the actual needs of JL Group. Since JL Group's Contract Management Department is one of the important departments of JL Group's business performance, how to take a well performance evaluation for arousing the enthusiasm of employees in various positions in this department plays an important role. Therefore, this paper selected JL Group's Contract Management Department as the pilot of JL Group's department to conduct the design and operation of KPI evaluation system. By investigating and researching the current situation of JL Group's performance evaluation, this paper found the existing problems and perfected the index system of KPI performance appraisal, and optimized the overall performance appraisal of JL Group so as to arouse the enthusiasm of JL Group employees and ensure the rapid development of JL Group. In this paper, as an example, a strategy-based performance management system was built for JL Group, and the scientificalness and adaptability of the KPI performance appraisal indicators and the proportion of the weight were tested and summarized. The innovation of this paper is that from the perspective of strategicAbstract analysis, KPI was applied in the goal management to conduct effective performance appraisal for each position , to manage team for contract management department and JL group manager, for implement the performance scientifically Assessment and evaluation as reference and reference. Key words, KPI, performance appraisal, strategic objective, Contract Management Department目录 目录 摘要.......................................................................................................I Abstract .............................................................................................. III 第一章 绪论........................................................................................1 第一节 研究背景和研究意义........................................................................... 1 一、研究的背景 ................................................................................................................1 二、研究意义 ....................................................................................................................4 第二节 国内外研究现状................................................................................... 4 一、国外研究现状 ............................................................................................................5 二、国内研究现状 ............................................................................................................7 第三节 研究方法和框架..................................................................................10 一、研究方法 ..................................................................................................................10 三、研究框架 ..................................................................................................................11 第二章 KPI 理论概述.......................................................................13 第一节 绩效管理体系概述 ..............................................................................13 一、绩效管理的含义 ......................................................................................................13 二、 绩效管理的内容 .....................................................................................................14 三、绩效管理的工具 ......................................................................................................15 第二节 关键绩效指标(KPI)理论 ................................................................16 一、关键绩效指标(KPI)的概念................................................................................16 二、关键绩效指标(KPI)的指标体系设计................................................................16 三、关键绩效指标(KPI)运用于房地产企业签约管理部考核的优势.....................18 第三章 JL集团签约和回款管理岗位绩效管理现状.......................21 第一节 JL集团公司简介 ................................................................................21 一、JL集团发展概况......................................................................................................21 二、JL集团组织架构......................................................................................................22 第二节 JL集团人力资源现状分析..................................................................24 第三节 JL集团签约管理部各岗位人员职位说明书.......................................25 第四节 JL集团绩效管理现状和主要问题.......................................................31目录 一、JL集团原绩效管理方法..........................................................................................31 二、JL集团原绩效管理问题的调查分析......................................................................32 三、JL集团绩效管理中存在的问题分析......................................................................35 第四章 基于 KPI考核指标的 JL集团签约管理部各岗位绩效考核 指标优化设计....................................................................................40 第一节 基于 KPI 的绩效考核指标设计的目的 ..............................................40 第二节 基于 KPI 的绩效考核指标的设计原则 ..............................................40 一、 SMART 原则...........................................................................................................38 二、二八定律原则 ..........................................................................................................39 三、公平公正公开原则...................................................................................................39 四、可实施性原则 ..........................................................................................................40 第三节 基于 KPI 的绩效考核模型的设计思路及准备工作............................40 一、设计思路 ..................................................................................................................40 二、 修订与设计 KPI 的准备工作.................................................................................41 第四节 JL集团整体基本 KPI 考核指标体系优化设计...................................43 第五节 签约管理部及各岗位 KPI 考核指标体系的优化设计 ........................46 一、签约管理部及经理 KPI考核指标体系优化设计...................................................46 二、对签约管理岗 KPI绩效考核指标优化设计及优势说明.......................................50 三、对备案管理岗 KPI绩效考核指标优化设计及优势说明.......................................51 四、按揭回款管理岗 KPI绩效考核指标优化设计及优势说明...................................52 第六节 KPI 指标权重的设置...........................................................................53 一、指标权重方法的选取...............................................................................................53 二、德尔菲法确定指标权重的实施过程.......................................................................55 第七节 KPI 考核标准的设定...........................................................................57 第八节 KPI 考核主体的选取...........................................................................58 第九节 动态 KPI 系统的建立和管理...............................................................59 第五章 KPI 考核指标的实施与保障................................................59 第一节 KPI 考核指标的实施保障...................................................................59 一、思想上的保障 ..........................................................................................................60 二、组织上的保障 ..........................................................................................................60 第二节 KPI 考核的实施流程...........................................................................60目录 一、进行实施前的沟通...................................................................................................61 二、KPI考核指标的过程实施.......................................................................................61 三、KPI考核结果的反馈...............................................................................................61 四、绩效考核结果的应用...............................................................................................61 第三节 绩效考核体系的改进...........................................................................62 第四节 绩效考核体系正常运行后的预期效果................................................62 第六章 研究结论、不足及展望........................................................64 附录....................................................................................................65