摘 要

在计划经济时代,我国的房地产企业一直持续下滑，原因则是福利化的单位供应住房制度的实行，然而20世纪80年代之后，房地产企业再度振兴，90年代进入迅猛发展时期，当时我国的住房分配和供应体制都有了本质性的改变，带动了全国房地产开发投资的巨大增加。然而房地产企业不同于其他企业，它本身具有周期性、关联性、地域性和政策敏感性的特点，因此如何适应这么激烈的竞争，在瞬息万变的市场中最大化的实行企业的利益变成了我国房地产企业最大的难题。而解决这个难题的有效途径之一便是以KPI为核心的绩效考核体系，它能把员工的积极性调动到最大，提高各部门整体观念、合作意识、服务质量与责任心，开发企业的竞争活力，使各部门能够高效的运作来适应愈发激烈的市场竞争。但是在具体实践中，很多企业实行绩效考核的方法、深度、力度均有差别，因此出现了诸多问题，或轻或重的影响了绩效管理的最后效果。

本文通过对绩效考核与绩效管理等相关理论的研究，分析了世茂地产集团绩效考核体系的现状，列举了其存在的问题。通过分解集团的战略目标，让公司、部门和个人形成共赢的KPI体系，促进各岗位实现业绩目标最终实现集团战略目标。

关键词：世茂集团，绩效管理，KPI

The application of KPI in the performance management of shimao and related analysis

ABSTRACT

China's real estate enterprises had in the era of the planned economy once malaise, welfare unit housing supply system was replaced by, since since the 80s of the 20th century, the real estate enterprises to rise, the 1990s entered a period of rapid development, China's housing supply and distribution system are fundamental changes, the national real estate development investment has also been rapid development. However has periodicity, correlation, geographical and policy sensitivity characteristics of real estate enterprises. Therefore, how to the competition is so fierce, change so the impermanence of the real estate market environment achieve the goal of maximizing the interests of enterprises has become China's largest real estate business problem. The KPI as the core of the performance appraisal system effectively solves these problems, it can maximally mobilize employees' enthusiasm and creativity, improve various departments the overall point of view, cooperation consciousness, quality of service and responsibility sense, enhance the vitality of the enterprise competition, the efficiency of various departments in order to adapt to the increasingly fierce market competition. But in practice, the implementation of the performance appraisal methods, many enterprises in the depth and intensity vary, appear this or that problem, which influence the performance appraisal management effect.

The in based on the study of performance management and performance appraisal theory, on the current performance evaluation system of Shimao Group were sufficient analysis, found out the assessment system for the existing problems. Shimao Group through an explicit annual business goals, departmental responsibilities and division of labor rights, adjusting the organizational structure, salary system and so management measures, for the improvement of the performance appraisal system can run effectively laid the foundation management. The group's strategic objectives decomposition layers, company, department and individual form unified and coordinated system of key performance indicators, at the same time, strengthen the monitoring of goals, objectives of the implementation of the tracking and management of, eventually led to the post a job performance in order to achieve business goals.

Keywords: Shimao Group, performance management, KPI

目录

1. 引言

1.1研究背景、目的和意义………………………………………………………………5

1.2国内研究现状………………………………………………………………………8

2.相关理论………………………………………………………………………10

2.1人力资源管理………………………………………………………………………10

2.1.1人力资源管理的概念………………………………………………………………10

2.1.2人力资源管理的发展历程…………………………………………………………10

2.2绩效管理与绩效考核…………………………………………………………………… 11

2.2.1绩效管理概述………………………………………………………………………11

2.2.2绩效考核概述………………………………………………………………………11

1. 世茂房地产绩效管理现状分析……………………………………………………………… 12

3.1世茂房地产集团简介……………………………………………………………………12

3.2世茂地产绩效考核体系现状……………………………………………………………13

3.3世茂集团绩效考核体系存在的问题……………………………………………………14

1. KPI绩效考核体系在世茂集团的运用………………………………………………………16

4.1KPI运用于世茂地产绩效考核的可行性…………………………………………………16

4.2以KPI为导向绩效考核指标体系在世茂集团内的设计程序………………………… 16

4.3建立KPI考核体系的注意事项………………………………………………………… 21

5.绩效考核结果的反馈…………………………………………………………………… 23

5.1绩效反馈的方式及完成时间…………………………………………………………… 23

5.2绩效面谈的内容………………………………………………………………………23

6.房地产企业应用KPI绩效考核体系相关建议………………………………………………26

结论………………………………………………………………………26

致谢………………………………………………………………………27

参考文献………………………………………………………………………28

1 引言

1.1研究背景

从20世纪90年代开始，福利分房政策的淡出和住房货币化的加大，外加国家积极的财政政策的支持，我国房地产投资迅猛提高，在全国 GDP中，房地产的投资的比重不断增长。2001 年~ 2012 年，我国房地产开发投资的增长速度达到了年 15%以上，一度比 GDP 增速还要高。尤其是 2005 年-2007 年，房地产开发投资速度近乎直线上升，排除 2008 年~ 2009 年金融危机的作用，房地产投资增长率平均超过 20%。金融危机后，房地产投资增速又回复到之前的迅速发展的状态。为了宏观调控房地产市场，2010 年后，国家制定并实施了限购等一系列的政策，房地产市场受到了一定的打压，某种程度上了缓和了供需情况之间的冲突，房地产开发投资增速开始下降。2014 年，我国的房地产开发投资额是 95,035 亿元，比去年同期增长 了10.49%。2015年 1-9月， 全国房地产开发投资额是 70,535 亿元， 同比增长2.6%； 其中，住宅投资 47,505 亿元，增长 1.7%，增速回落9.6个百分点，占房地产开发投资的比重为 67.3%。