立基房地产公司员工绩效考评体系设计与应用研究
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摘要
随着全球经济一体化进程的发展和WTO各项有关条款的兑现和落实,中国的房地产市场也日趋活跃,而且正处于向规模化、品牌化、规范运作的转型时期。由于房地产行业在现代社会经济生活中有着举足轻重的地位,国民经济的持续增长和居民消费结构的提升,为房地产业提供了高速发展的机会,也使房地产企业面对着更加激烈的竞争。
房地产行业是典型的资金密集型和高度专业化行业,具有投资大、风险高、周期久、供应链长、地域性强的特点。由于房地产在国民经济中的独特地位,充分运用人力资源和信息技术所带来的巨大生产力,尽快提高自身的管理水平,无疑成为提升房地产行业核心竞争力的重点。绩效考评是企业人力资源管理的重要组成部分,是绩效管理的关键环节。绩效考评犹如一把双刃剑,做好了可激活整个企业;反之,就会产生诸多问题,进而导致许多意想不到的结果。
本文从绩效考评理论和方法出发,结合立基房地产公司的具体状况,分析其存在的问题,并提出改进的方案。全文共分为五大部分,其主要内容如下:
第一部分为前言,主要分析了论文选题背景及研究意义。
第二部分介绍了绩效考评的理论基础,并分析绩效考评方法的研究状况。
第三部分介绍了立基房地产公司的基本状况,分析了原有的绩效考评制度存在的不足。
第四部分着重对立基房地产公司的绩效考评体系设计思路进行阐述。按照在立基房地产公司的工作流程,先设定绩效考评体系的基本目标,然后完善企业的组织结构和相关制度等准备,结合房地产企业员工的特点,重新构建员工绩效考评指标体系,形成一岗一表的考评模式,实现员工的绩效考评体系的系统化、规范化,提高工作绩效。
第五部分针对设计过程对整个绩效考评新体系进行评价。
本文作者在立基房地产公司进行了大量的实践和调查,新的考评体系正在实施中,目前员工的满意度提高了,工作绩效也得到明显改善,笔者会继续关注此体系的运行,以便及时发现问题并及时调整。
With the development of the global economical integration process and the carrying out of WTO's relative articles, the real estate market begins to thrive and undergo a transitional period of scalization, brandilization and standard operation. Since the real estate industry plays an important role in the modern social and economical life, together with the continuing growth of the national economy and the promotion of people's consumption structure, the real estate industry is provided an opportunity of swift development and, at the same time, is forces to face with a fiercer competition.
The real estate is a typical finance-intensive and highly-professional industry, with characteristics of big investment, high risk, long cycle, long supply chain and regionally restricted. Because of the distinct position the real estate has occupied in national economy, it has been promoted to be the focal point for the real estate industry's core competition that we make full use of the huge productivity, which has been brought by human resources and information technology, and strengthen our ability of management. Performance examination is an important part of corporation human resources management and a key part of performance management. Performance examination is like a double-edged sword; being well used an enterprise could be activated, or a lot of problem could be raised and unexpected resulted could be caused.
This thesis starts from performance examination theory and method, together with some idiographic case of Liji Real Estate Corporation, it analyzes existent problems and proposed modified plan. There are five parts in it. They go as follows: The first part is the preface. It mainly analyzes the background and research meaning of this thesis topic.
The second part introduces the theory foundation of performance examination and analyzes the research situation of performance examination method.
The third part introduces the basic situation of Liji Real Estate Corporation and analyzes the deficiency of the former performance examination system.
The fourth part expatiates on Liji Real Estate Corporation's performance examination system designing ideas. According to Liji Real Estate Corporation's working procedure, they firstly enacts basic object of performance examination system, and secondly completes enterprise organizing structure and other concerning preparations. Associated with the characteristics of the real estate enterprise's employees, we reconstruct employee performance examination system, form an examination mode of one-post-one-table, realize the systematism and standardization of employees' performance examination system and thereby raise efficiency of work.
The fifth part directs at the designing process and evaluates the whole new performance examination system.
The author of this thesis has made much practice and investigation in Liji Real Estate Corporation. In the implementation of this new examination system, the employees are much more satisfied, and they work more efficiently. The author is going on seeing about the running of this system in order that problems could be found and adjusted in time.
房地产行业是典型的资金密集型和高度专业化行业,具有投资大、风险高、周期久、供应链长、地域性强的特点。由于房地产在国民经济中的独特地位,充分运用人力资源和信息技术所带来的巨大生产力,尽快提高自身的管理水平,无疑成为提升房地产行业核心竞争力的重点。绩效考评是企业人力资源管理的重要组成部分,是绩效管理的关键环节。绩效考评犹如一把双刃剑,做好了可激活整个企业;反之,就会产生诸多问题,进而导致许多意想不到的结果。
本文从绩效考评理论和方法出发,结合立基房地产公司的具体状况,分析其存在的问题,并提出改进的方案。全文共分为五大部分,其主要内容如下:
第一部分为前言,主要分析了论文选题背景及研究意义。
第二部分介绍了绩效考评的理论基础,并分析绩效考评方法的研究状况。
第三部分介绍了立基房地产公司的基本状况,分析了原有的绩效考评制度存在的不足。
第四部分着重对立基房地产公司的绩效考评体系设计思路进行阐述。按照在立基房地产公司的工作流程,先设定绩效考评体系的基本目标,然后完善企业的组织结构和相关制度等准备,结合房地产企业员工的特点,重新构建员工绩效考评指标体系,形成一岗一表的考评模式,实现员工的绩效考评体系的系统化、规范化,提高工作绩效。
第五部分针对设计过程对整个绩效考评新体系进行评价。
本文作者在立基房地产公司进行了大量的实践和调查,新的考评体系正在实施中,目前员工的满意度提高了,工作绩效也得到明显改善,笔者会继续关注此体系的运行,以便及时发现问题并及时调整。
With the development of the global economical integration process and the carrying out of WTO's relative articles, the real estate market begins to thrive and undergo a transitional period of scalization, brandilization and standard operation. Since the real estate industry plays an important role in the modern social and economical life, together with the continuing growth of the national economy and the promotion of people's consumption structure, the real estate industry is provided an opportunity of swift development and, at the same time, is forces to face with a fiercer competition.
The real estate is a typical finance-intensive and highly-professional industry, with characteristics of big investment, high risk, long cycle, long supply chain and regionally restricted. Because of the distinct position the real estate has occupied in national economy, it has been promoted to be the focal point for the real estate industry's core competition that we make full use of the huge productivity, which has been brought by human resources and information technology, and strengthen our ability of management. Performance examination is an important part of corporation human resources management and a key part of performance management. Performance examination is like a double-edged sword; being well used an enterprise could be activated, or a lot of problem could be raised and unexpected resulted could be caused.
This thesis starts from performance examination theory and method, together with some idiographic case of Liji Real Estate Corporation, it analyzes existent problems and proposed modified plan. There are five parts in it. They go as follows: The first part is the preface. It mainly analyzes the background and research meaning of this thesis topic.
The second part introduces the theory foundation of performance examination and analyzes the research situation of performance examination method.
The third part introduces the basic situation of Liji Real Estate Corporation and analyzes the deficiency of the former performance examination system.
The fourth part expatiates on Liji Real Estate Corporation's performance examination system designing ideas. According to Liji Real Estate Corporation's working procedure, they firstly enacts basic object of performance examination system, and secondly completes enterprise organizing structure and other concerning preparations. Associated with the characteristics of the real estate enterprise's employees, we reconstruct employee performance examination system, form an examination mode of one-post-one-table, realize the systematism and standardization of employees' performance examination system and thereby raise efficiency of work.
The fifth part directs at the designing process and evaluates the whole new performance examination system.
The author of this thesis has made much practice and investigation in Liji Real Estate Corporation. In the implementation of this new examination system, the employees are much more satisfied, and they work more efficiently. The author is going on seeing about the running of this system in order that problems could be found and adjusted in time.
引文
[1]苏列英,李广义:人力资源管理,西安:西北工业大学出版社,2003.4
[2]郝忠胜,刘海英:人力资源管理与绩效评估,北京:中国经济出版社,2005.1
[3]刘颖,杨文堂:绩效考核制度与设计,北京:中国经济出版社,2004.12
[4]王怀明,绩效管理,济南:山东人民出版社,2004.6
[5]陈维政,余凯成,程文文:人力资源管理,北京:高等教育出版社,2002.2
[6]欧阳洁,曹晓峰,陈竟晓,范岚:绩效考核,北京:清华大学出版社,2004.8
[7]Creller,M.M.&Jackson,J.H.,A subordinate's experience and prior feedback as determinants of participation in performance appraisal reviews.Psychological Reports.1997,(80):23-54
[8]Douglas H.Flint,The role of organizational justice in multi-source performance appraisal Human Resource Management Review.1999,(9):21-31
[9]李德伟:人力资源绩效考核与薪酬激励,上海:科学技术文献出版社,2000.9
[10]武欣:绩效管理实务手册(第二版),北京:机械工业出版社,2005.1
[11]金延平:人力资源管理,大连:东北财经大学出版社,2003
[12]陈凌芹:绩效管理,北京:中国纺织出版社,2001
[13]余凯成:人力资源管理,大连:大连理工出版社,2004
[14]宝利嘉:如何评估和考核员工绩效,北京:中国经济出版社,2001
[15]郑晓明:民营企业人力资源管理忧思录,中外管理导报,2000年第11期
[16]徐斌:绩效管理流程与实务,北京:人民邮电出版社,2006.10
[17]MBA核心课程编译小组编译:人力资源管理,北京:九州出版社,2002.1
[18]罗振军:七步打造完备的绩效管理体系,哈尔滨:哈尔滨出版社,2006.7
[19]付亚和,许玉林:绩效考核与绩效管理,北京:电子工业出版社,2003.10
[20]吴志明:帮你解决绩效评估中的难题,中外管理导报,2001年第2期
[21]陈国嘉:如何绩效考核,北京:三联书社,1993.8
[22]张晓彤:绩效管理实务,北京:北京大学出版社,2002.6
[23]王玺,辛枫冬:最新企业绩效考核实务,北京:中国纺织出版社,2004.4
[24]王忠宗:目标管理与绩效考核,广州:广东经济出版社,2002.6
[25]尹隆森,孙宗虎:目标分解与绩效考核设计实务,北京:人民邮电出版社,2006.4
[26]魏钧:绩效指标设计方法,北京:北京大学出版社,2006.6
[27]胡勇军:绩效考核与管理,北京:机械工业出版社,2007.1
[28]朱飞:绩效管理与薪酬激励全程实务操作,北京:企业管理出版社,2007.1
[29]谢怡:员工绩效管理实操细节,广东:广东经济出版社,2007.10
[30]颜世富:绩效管理,北京:机械工业出版社,2008.1
[31]潘方勇,王建平,唐伟:目标管理实用图解手册,北京:中国工人出版社,2006.6
[32]秦志华:CHO——人力资源总监,北京:中国人民大学出版社,2003.11
[33]郑海航,吴冬梅:人力资源管理:理论·实务·案例,北京:经济管理出版社,2006.3
[34]孟祥林:M公司绩效考核中的问题诊断与改进思路,人力资源开发与管理,2005.1
[35]饶征,孙波:以KPI为核心的绩效管理,北京:中国人民大学出版社,2003.1
[36]张建国,徐伟:绩效体系设计,北京:北京工业大学出版社,2003
[37]方振邦:绩效管理,北京:中国人民大学出版社,2003
[38]谌新民,武志鸿:绩效考核方法,广东:广东经济出版社,2002.6
[39]乔·卡岑巴赫(美),苑书义,陈基建,王志刚,何西军:巅峰绩效,北京:中国财政经济出版社,2006.1
[40]欧阳法:绩效考核,北京:清华大学出版社,2004
[41]林新奇:国际人力资源管理,上海:复旦大学出版社,2004
[42]王雁飞,朱瑜:绩效与管理实务,北京:中国纺织出版社,2005
[43]胡辰君:人力资源开发与管理,上海:复旦大学出版社,2005
[44]黄宇:公共政策趋中机制的理性思考,浙江学刊,2006年第3期
[45]王金武:基于企业战略的绩效考核体系实例分析,价值中国网,http://www.chinavalue.net/AuthorIndex_Boke.aspx?id=172435&page=2
[2]郝忠胜,刘海英:人力资源管理与绩效评估,北京:中国经济出版社,2005.1
[3]刘颖,杨文堂:绩效考核制度与设计,北京:中国经济出版社,2004.12
[4]王怀明,绩效管理,济南:山东人民出版社,2004.6
[5]陈维政,余凯成,程文文:人力资源管理,北京:高等教育出版社,2002.2
[6]欧阳洁,曹晓峰,陈竟晓,范岚:绩效考核,北京:清华大学出版社,2004.8
[7]Creller,M.M.&Jackson,J.H.,A subordinate's experience and prior feedback as determinants of participation in performance appraisal reviews.Psychological Reports.1997,(80):23-54
[8]Douglas H.Flint,The role of organizational justice in multi-source performance appraisal Human Resource Management Review.1999,(9):21-31
[9]李德伟:人力资源绩效考核与薪酬激励,上海:科学技术文献出版社,2000.9
[10]武欣:绩效管理实务手册(第二版),北京:机械工业出版社,2005.1
[11]金延平:人力资源管理,大连:东北财经大学出版社,2003
[12]陈凌芹:绩效管理,北京:中国纺织出版社,2001
[13]余凯成:人力资源管理,大连:大连理工出版社,2004
[14]宝利嘉:如何评估和考核员工绩效,北京:中国经济出版社,2001
[15]郑晓明:民营企业人力资源管理忧思录,中外管理导报,2000年第11期
[16]徐斌:绩效管理流程与实务,北京:人民邮电出版社,2006.10
[17]MBA核心课程编译小组编译:人力资源管理,北京:九州出版社,2002.1
[18]罗振军:七步打造完备的绩效管理体系,哈尔滨:哈尔滨出版社,2006.7
[19]付亚和,许玉林:绩效考核与绩效管理,北京:电子工业出版社,2003.10
[20]吴志明:帮你解决绩效评估中的难题,中外管理导报,2001年第2期
[21]陈国嘉:如何绩效考核,北京:三联书社,1993.8
[22]张晓彤:绩效管理实务,北京:北京大学出版社,2002.6
[23]王玺,辛枫冬:最新企业绩效考核实务,北京:中国纺织出版社,2004.4
[24]王忠宗:目标管理与绩效考核,广州:广东经济出版社,2002.6
[25]尹隆森,孙宗虎:目标分解与绩效考核设计实务,北京:人民邮电出版社,2006.4
[26]魏钧:绩效指标设计方法,北京:北京大学出版社,2006.6
[27]胡勇军:绩效考核与管理,北京:机械工业出版社,2007.1
[28]朱飞:绩效管理与薪酬激励全程实务操作,北京:企业管理出版社,2007.1
[29]谢怡:员工绩效管理实操细节,广东:广东经济出版社,2007.10
[30]颜世富:绩效管理,北京:机械工业出版社,2008.1
[31]潘方勇,王建平,唐伟:目标管理实用图解手册,北京:中国工人出版社,2006.6
[32]秦志华:CHO——人力资源总监,北京:中国人民大学出版社,2003.11
[33]郑海航,吴冬梅:人力资源管理:理论·实务·案例,北京:经济管理出版社,2006.3
[34]孟祥林:M公司绩效考核中的问题诊断与改进思路,人力资源开发与管理,2005.1
[35]饶征,孙波:以KPI为核心的绩效管理,北京:中国人民大学出版社,2003.1
[36]张建国,徐伟:绩效体系设计,北京:北京工业大学出版社,2003
[37]方振邦:绩效管理,北京:中国人民大学出版社,2003
[38]谌新民,武志鸿:绩效考核方法,广东:广东经济出版社,2002.6
[39]乔·卡岑巴赫(美),苑书义,陈基建,王志刚,何西军:巅峰绩效,北京:中国财政经济出版社,2006.1
[40]欧阳法:绩效考核,北京:清华大学出版社,2004
[41]林新奇:国际人力资源管理,上海:复旦大学出版社,2004
[42]王雁飞,朱瑜:绩效与管理实务,北京:中国纺织出版社,2005
[43]胡辰君:人力资源开发与管理,上海:复旦大学出版社,2005
[44]黄宇:公共政策趋中机制的理性思考,浙江学刊,2006年第3期
[45]王金武:基于企业战略的绩效考核体系实例分析,价值中国网,http://www.chinavalue.net/AuthorIndex_Boke.aspx?id=172435&page=2