首页 > 资料专栏 > HRM > 绩效管理 > 绩效设计 > 2020年海创物业公司工程人员绩效考核方案设计DOC

2020年海创物业公司工程人员绩效考核方案设计DOC

资料大小:602KB(压缩后)
文档格式:DOC
资料语言:中文版/英文版/日文版
解压密码:m448
更新时间:2021/6/14(发布于山东)

类型:金牌资料
积分:--
推荐:升级会员

   点此下载 ==>> 点击下载文档


文本描述
中国的房地产行业在进入二十一世纪以来开始了突飞猛进的发展,而物业管理作为 房地产业的下游行业同样进入了全新的时代。在这种时代背景下,如何提高员工的工作 能力来提升企业自身的竞争力成为所有物业管理公司必须要面临的难题。于是,建立一 种科学的、现代化的绩效考核指标体系成为各大物业公司的当务之急。 在本文中,以大连海创物业公司作为研究目标,通过对该公司的组织结构,人员分 布以及员工工作状况进行分析评估,得出了目前该公司的绩效考核体系所存在的缺陷。 同时,利用平衡计分卡重新设计了海创物业的绩效考核指标体系。为了保证重新设计的 绩效考核指标体系能够在该公司顺利实施,还制定了配套的保障措施。 制定一个合理的绩效考核指标体系是保证公司能够稳步发展的必要条件。绩效考核 指标体系能够把公司的战略发展目标切身的落实在每一个员工身上,可以充分的调动员 工的工作热情并增加员工的归属感和认同感。同时,绩效考核指标体系的严格执行能够 对工作不认真的员工端正态度,有利于公司对这些员工进行针对性指导,提升其工作能 力,从而对整体绩效起到改善作用。总之,制定合理的绩效考核指标体系是建设现代化、 科学化的人力资源管理体系的前提。 关键词,物业工程人员;绩效考核指标;平衡计分法;人力资源管理- II - Design of performance appraisal for engineers of Haichuang property company Abstract China's real estate industry has experienced rapid development since the beginning of the 21st century, and property management as a downstream industry in real estate development has also entered a new era. In this era background, how to improve the work ability of employees to enhance their own competitiveness has become a problem that all property management companies must face. Therefore, the establishment of a scientific and modern performance appraisal indicator system has become a top priority for major property companies. In this paper, Dalian Haichuang Property Company is the research object. Through the analysis and evaluation of the company's organizational structure, personnel distribution and work status, the shortcomings of the company's performance appraisal system are obtained. At the same time, the performance appraisal indicator system of Haichuang Property was redesigned using the Balanced Scorecard. In order to ensure that the redesigned performance appraisal indicator system can be implemented smoothly in the company, it also formulated supporting measures. Formulating a reasonable performance appraisal indicator system is a necessary condition to ensure the company's steady development. The performance appraisal indicator system can implement the company's strategic development goals on every employee, and can fully mobilize the employees' work enthusiasm and increase their sense of belonging and identity. At the same time, the strict implementation of the performance appraisal indicator system can correct the attitude of employees who are not serious in their work, and help the company to provide targeted guidance to these employees and enhance their work ability, thus improving the overall performance. In short, the development of a reasonable performance appraisal indicator system is the premise of building a modern and scientific human resource management system. Key Words,Property engineer;Performance Appraisal Indicator; Balance Scoring Card; Human Resource Management- III - 目 录 摘要.............................................................................................................................I Abstract ............................................................................................................................. II 1 绪论.............................................................................................................................. 1 1.1 研究背景和意义............................................................................................... 1 1.1.1 研究背景................................................................................................ 1 1.1.2 研究意义................................................................................................ 2 1.2 国内外研究现状............................................................................................... 3 1.3 研究思路和框架............................................................................................... 6 2 绩效考核理论概述...................................................................................................... 7 2.1 绩效考核的概念与原则................................................................................... 7 2.1.1 绩效考核的基本概念............................................................................ 7 2.1.2 绩效考核的基本原则............................................................................ 8 2.2 绩效考核的应用与实施................................................................................... 9 2.2.1 绩效考核的作用.................................................................................... 9 2.2.2 绩效考核指标体系的步骤和程序...................................................... 10 2.2.3 绩效考核的方法.................................................................................. 11 3 海创物业工程人员绩效考核现状及问题分析........................................................ 14 3.1 公司概况......................................................................................................... 14 3.2 绩效考核现状................................................................................................. 16 3.2.1 考核指标现状...................................................................................... 16 3.2.2 考核方法现状...................................................................................... 17 3.2.3 考核周期现状...................................................................................... 18 3.2.4 考核结果沟通和反馈现状.................................................................. 18 3.2.5 考核结果的应用现状.......................................................................... 18 3.3 物业工程人员绩效考核问题分析................................................................. 19 3.3.1 考核指标制定不合理.......................................................................... 19 3.3.2 考核主体过于单一.............................................................................. 20 3.3.3 考核周期缺乏灵活性.......................................................................... 20 3.3.4 考核结果缺乏反馈.............................................................................. 20 3.3.5 考核结果应用简单.............................................................................. 21 4. 海创物业工程人员绩效考核指标体系及实施方案设计....................................... 22- IV - 4.1 绩效考核指标体系设计目标......................................................................... 22 4.2 绩效考核指标体系设计原则......................................................................... 23 4.3 绩效考核指标体系设计方案......................................................................... 24 4.3.1 绩效考核指标设计.............................................................................. 24 4.3.2 绩效考核方法设计.............................................................................. 29 4.3.3 海创物业工程人员绩效考核周期设计.............................................. 31 4.3.4 海创物业工程人员绩效考核反馈与改进.......................................... 32 4.3.5 海创物业工程人员绩效考核结果的应用.......................................... 33 5. 海创物业工程人员绩效考核方案实施的保障措施............................................... 34 5.1 思想保障......................................................................................................... 34 5.2 组织保障......................................................................................................... 34 5.3 制度保障......................................................................................................... 35 结 论..........................................................................................................................36