物业管理行业属于服务业的范畴，是在房地产市场发展的基础上应运而生并成长 起来的一个行业。因大部分物业管理公司规模都不大，且收费标准并不高，无法对丰 厚的薪酬体系提供强有力的保障，导致大量人才流失。正因为如此，从物业管理行业 看，其管理水平大多并不高，且经营效益不是很好。综上，以物业管理公司为切入点， 对其绩效考核方面存在的问题、问题成因进行深入分析，这对促进行业管理水平的进 一步提升、创新绩效考核理论而言，意义重大。 本文以 X 物业服务公司为研究对象。现阶段，其项目经理绩效考核工作流于形 式，无法对员工的实际工作予以客观反映。企业内部员工存在抵触与抱怨情绪。所以， 进一步优化该企业绩效考核工作，是摆在当前的一个紧迫性问题。 通过运用绩效考核理论，采取问卷调研等手段，深入调查研究了其项目经理绩效 考核情况，基于此对该企业绩效考核的实际情况做出客观的了解。在统计分析相关数 据的基础上，将其绩效考核工作中的问题查找出来。接下来，针对查找出来的问题， 明确优化设计需达到的目标与遵循的基本原则，以绩效考核内容、操作步骤、目标与 结果运用等为切入点，基于此构建与该公司实际相符的、完善的绩效考核机制。此外， 在贯彻落实绩效考核体系优化方案方面，以人员、制度与组织等为切入点，提出具体 的保障措施，为平稳运行新绩效考核体系提供强有力的保障。 本文结合公司实际，经过研究分析查找问题，优化该公司项目经理绩效考核体系， 可看作围绕绩效考核进行的一次具体探索，同时针对性给出具体的应对策略，一方面 可以将该企业绩效考核工作中的问题进行处理，另一方面，从某种程度上而言，对物 业领域相关企业处理同类问题提供了参考。 关键词：物业服务公司；绩效考核；优化设计I ABSTRACT The property management industry belongs to the category of service industry. It is an industry that arises at the historic moment and grows up on the basis of the development of the real estate market. Because most of the property management companies are small in scale, and the charging standards are not high, they can not provide strong protection for the rich salary system, resulting in a large number of brain drain. Because of this, from the property management industry, most of its management level is not high, and the operating efficiency is not very good. In conclusion, taking the property management company as the breakthrough point, it is of great significance to further improve the industry management level and innovate the performance appraisal theory. In this paper, X property service company is taken as the research object. At present, the performance appraisal of the project manager is a mere formality, which can not objectively reflect the actual work of the staff. There are conflicts and complaints among employees in enterprises. Therefore, it is an urgent problem to further optimize the performance appraisal of the enterprise. Through the comprehensive use of performance appraisal theory and questionnaire surveys and other methods, the project manager's performance appraisal situation was investigated in depth, and based onthis, an objective understanding ofthe actual situation of the company's performance appraisal was made. On the basis of statistical analysis of relevant data, find out the problems in the performance appraisal work. Next, in view of the problems found out, it is clear that the optimization design needs to achieve the goal and the basic principles to follow. Taking the performance appraisal content, operation steps, target and result application as the breakthrough point, based on this, a perfect performance appraisal mechanism consistent with the actual situation of the company is constructed. In addition, in the implementation of the performance appraisal system optimization scheme, taking personnel, system and organization as the breakthrough point, the specific safeguard measures are proposed to provide strong guarantee for the smooth operation of the new performance appraisal system. From the perspective of property management, optimizing the company's performance appraisal systemcan be regarded as a specific explorationaround the performance appraisal. In the process of this research, combined with the actual situation of the company, through researchand analysis to find problems, at the same time, specific coping strategies are given. On the one hand, the problems in the performance appraisal of the enterprise can be dealt with; on the other hand, to a certain extent, it provides a reference for the property related enterprises to deal with similar problems. KEYWORDS:Property service company;performance appraisal;optimization schemeX 物业服务公司项目经理绩效考核体系优化研究 1 目 录 第一章 绪论 .................................................1 第一节 研究背景和意义................................................1 第二节 国内外研究现状................................................2 第三节 研究方法和内容.............................................................................................4 第二章 相关理论概述 .........................................7 第一节 绩效考核概述.................................................................................................7 第二节 绩效考核的方法.............................................................................................9 一、关键绩效指标法..............................................................................................9 二、360 度绩效考核法 .........................................................................................10 三、平衡计分卡法................................................................................................10 第三章 X 物业服务公司项目经理绩效考核体系现状...............12 第一节 X 物业服务公司概述....................................................................................12 一、公司简介........................................................................................................12 二、公司组织架构................................................................................................12 三、公司人力资源情况 ........................................................................................13 第二节 项目经理绩效考核体系现状........................................................................15 一、考核内容及指标............................................................................................15 二、考核方法及实施............................................................................................16 三、考核结果及应用............................................................................................17 第四章 项目经理绩效考核存在的主要问题与成因分析 ............18 第一节 问卷调查设计...............................................................................................18 第二节 问卷调查结果统计分析................................................................................18 一、调查样本情况................................................................................................18 二、调查结果统计分析 ........................................................................................19 第三节 项目经理绩效考核存在的主要问题 ............................................................20 第四节 项目经理绩效考核存在的问题成因分析.....................................................22 第五章 X 物业服务公司项目经理绩效考核体系优化设计...........25 第一节 绩效考核体系优化设计目标和原则 ............................................................25 一、优化目标........................................................................................................25目录 2 二、优化原则........................................................................................................25 第二节 绩效考核体系优化基本思路........................................................................26 第三节 绩效考核体系优化设计................................................................................27 一、绩效考核目标................................................................................................27 二、绩效考核指标................................................................................................27 三、绩效考核指标权重 ........................................................................................32 四、绩效考核实施过程 ........................................................................................35 五、绩效考核结果运用 ........................................................................................37 第四节 绩效考核体系实施的保障措施....................................................................39 一、组织保障........................................................................................................39 二、制度保障........................................................................................................39 三、人员保障........................................................................................................40 第六章 结论与展望 ..........................................42 第一节 结论 ..............................................................................................................42 第二节 展望 ..............................................................................................................43