随着中国改革开放的深入发展，中国经济高速增长，其中房地产行业始终作为我国 经济发展的主要路径。进入 21 世纪后，房地产业发展十分迅猛，房地产企业雨后春笋 般地涌现，伴随着市场机制逐渐成熟，以往传统的管理模式已穷途末路，“人”已经成 为房企抢占市场份额的重要因素。传统房地产企业吸引人才的动力主要是通过“利益共 享”和“利润分享”来实现的,仅仅以物质激励为主要手段，并不能最大限度激发组织 和员工的活力。因而 V 集团 2014 年首次提出事业合伙人制度，通过跟投制度、股权激 励、事件合伙人，来进一步激发公司员工的主人翁意识、奋斗精神，重新焕发组织活力， 为公司及股东创造真实价值。 本文通过三个具体案例，揭示了 V 公司事业合伙人制导向的人才激励管理中存在的 种种问题，通过运用案例研究法、访谈调查法及文献研究法，结合激励相关理论、工作 倦怠理论与职业生涯等不同角度和层面对这些问题进行分析，总结 V 公司事业合伙人制 导向的人才激励问题的成因，同时给出了相应的解决思路。希望通过以上研究，能够使 V 公司所存在的事业合伙人制导向人才激励问题在一定程度上得以改善，从而持续有效 地激发员工自驱力、自主性、创造力，激活组织活力，在房地产白银时代中，能够探索 多元化道路，拥有稳定、高效的团队，最终实现企业与员工双赢的局面。 关键词，房地产；事业合伙人制度；人才激励- II - A case study on the talent incentive guided by the business partner of V corporation Abstract With the development of China's reform and opening-up, the economy in China is growing at a high speed. The real estate industry has always been the main path of China's economic development. After entering the 21st century, the development of real estate industry is very rapid, real estate enterprises are springing up, with the market mechanism gradually maturing, the traditional management mode has been put to an end in the past. People has become an important factor for housing enterprises to seize market share. The incentive of traditional real estate enterprises to talents is mainly carried out through profit sharing and profit sharing. The main means are sales promotion, profit and so on. According to an employee survey of nearly 10,000 people, only 22% of the respondents believed that the enterprises in which they were located had established an effective incentive mechanism for talents; due to the lack of incentives,74% of the staff had the capacity to play less than 80%, and even nearly 10% of the respondents had the capacity to play less than 40%. Clearly, the talent incentive status of Chinese real estate enterprises is very worrisome. The V Group first proposed a business partner system in 2014. Through following the investment system, equity incentive, event partners, to further stimulate the sense of ownership of the management team, work enthusiasm and creativity, strengthen the relationship between the management team and shareholders. Through three specific cases, this paper reveals all kinds of problems existing in the talent incentive management guided by the partnership system in V Company. In view of these problems, this paper applies the case study method, the interview survey method and the literature research method combined with the incentive theory. This paper analyzes the theory of job burnout and career, deeply reveals the causes of the incentive management problems in V Company, and puts forward the corresponding solutions at the same time. Through the above research, the problems of talent incentive management in V Company can be effectively solved and improved to a certain extent, so as to maximize employee self-drive, autonomy, creativity, and activate organizational vitality. In the silver age of real estate, we can explore the way of diversification, have a stable and efficient team, and finally realize the win-win situation between enterprises and employees. Key Words，real estate; business partners system; talent incentives- III - 目 录 摘要............................................................................................................................I Abstract..........................................................................................................................II 1 绪论..............................................................................................................................1 1.1 研究背景...........................................................................................................1 1.2 研究目的...........................................................................................................1 1.3 研究意义..........................................................................................................2 1.4 研究方法与内容..............................................................................................2 1.4.1 研究方法..............................................................................................2 1.4.2 研究内容..............................................................................................3 2 案例正文......................................................................................................................4 2.1 企业概况.............................................................................................................4 2.1.1 V 公司简介...........................................................................................4 2.1.2 V 公司人力资源现状...........................................................................4 2.2 V 公司事业合伙人制下的人才激励现状.........................................................6 2.2.1 事件合伙人..........................................................................................7 2.2.2 项目跟投..............................................................................................7 2.2.3 股权激励..............................................................................................8 2.3 案例描述............................................................................................................8 2.3.1 形式化的事件合伙人管理..................................................................8 2.3.2 老员工的无奈离职............................................................................10 2.3.3 项目跟投已成为合伙人“梦魇”....................................................11 3 案例分析....................................................................................................................13 3.1 相关理论依据................................................................................................13 3.1.1 马斯洛需求层次理论........................................................................13 3.1.2 期望理论............................................................................................14 3.1.3 公平理论............................................................................................15 3.1.4 工作倦怠理论....................................................................................16 3.1.5 组织激励理论....................................................................................17 3.1.6 职业生涯管理理论............................................................................17 3.2 V 公司事业合伙人制激励问题主要原因分析.............................................18 3.2.1 组织架构制约事业合伙人计划发展................................................18- IV - 3.2.2 配套体系缺失....................................................................................21 3.2.3 事业合伙人制下的职业发展通道不合理........................................23 3.2.4 利润分享机制单一............................................................................23 4 对策和建议................................................................................................................25 4.1 构建扁平化组织结构....................................................................................25 4.2 建立事业合伙人制配套机制........................................................................26 4.2.1 事件合伙人运作体系........................................................................26 4.2.2 重塑考核与分配机制.................................................