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随着房地产市场环境的快速变化和行业竞争的日益激烈，如何有效激励房地产经纪人，增强其工作积极性和绩效表现，成为各房地产经纪公司亟须解决的问题。基于此背景，本文以H房地产经纪公司为研究对象，运用波特-劳勒综合激励理论和IPA分析模型，深入分析该公司经纪人激励体系的现状和问题，探讨如何在当前市场环境下更加科学、高效地对经纪人进行激励，以提升公司整体竞争力。

本文对国内外激励理论和销售人员激励研究的现状进行了系统综述，结合相关文献的述评，明确了现有研究的不足之处和改进方向。在此基础上，通过文献研究法、问卷调查法和访谈法等多种研究方法，对H房地产经纪公司当前的经纪人激励体系进行了全面调查和分析。问卷调查和半结构化访谈的结果显示，该公司现行激励体系在绩效管理、薪酬制度、晋升发展、非物质激励等方面存在诸多不足，这些问题导致了经纪人工作积极性和工作绩效的下降。具体而言，绩效管理体系不健全、薪酬制度激励性较弱、经纪人晋升发展机制不完善、非物质激励手段匮乏等问题制约了公司人力资源的有效管理和激励效果的提升。

针对上述问题，本文提出了一系列优化对策，包括完善绩效管理体系、增强薪酬制度的激励性、优化经纪人晋升机制和职业发展路径，以及丰富非物质激励措施等。在这些优化措施的实施过程中，本文设计了详细的实施步骤和保障措施，明确了分步优化激励体系、文化宣贯、优化体系试运行和全面推广等具体操作流程，同时提出了思想保障、组织保障和资金保障等多种保障措施。为确保激励机制优化效果，本文还建立了持续改进机制，以期动态调整激励策略，形成闭环改进，进一步推动公司激励体系的不断优化。研究结果表明，经过合理优化的经纪人激励机制能够有效提升经纪人的工作积极性和工作绩效，增强其对公司的认同感和忠诚度，从而推动公司实现更高质量的发展。

As the real estate market environment undergoes rapid changes and competition within the industry intensifies, the imperative to effectively motivate real estate brokers and boost their work enthusiasm and performance has emerged as a pressing issue for brokerage firms. Against this backdrop, this paper focuses on H Real Estate Brokerage Company as its subject of study, employing Porter-Lawler's comprehensive incentive theory and the IPA analysis model to conduct an in-depth examination of the company's current broker incentive system and its challenges. The research aims to explore methods for motivating brokers in a more scientific and efficient manner, thereby enhancing the overall competitiveness of the company within the present market context.

This paper provides a systematic review of the current status of incentive theory and salesperson incentive research at home and abroad, combining with the review of related literature to clarify the shortcomings and improvement directions of existing research. On this basis, the current broker incentive system of H Real Estate Brokerage Company is comprehensively investigated and analyzed through a variety of research methods, including literature research method, questionnaire survey method and interview method. The results of the questionnaire survey and semi-structured interviews show that the company's current incentive system has many deficiencies in performance management, compensation system, promotion and development, and non-material incentives, which have led to a decline in brokers' motivation and performance. Specifically, the problems of unsound performance management system, weak incentive of salary system, imperfect promotion and development mechanism of brokers, and lack of non-material incentives constrain the effective management of the company's human resources and the enhancement of incentive effects.

Aiming at the above problems, this paper puts forward a series of optimization countermeasures, including perfecting the performance management system, enhancing the incentives of the compensation system, optimizing the promotion mechanism and career development path of brokers, and enriching non-material incentives. In the implementation process of these optimization measures, this paper has designed detailed implementation steps and safeguard measures, clearly defined the step-by-step optimization of the incentive system, cultural promotion, optimization of the system trial run and full-scale promotion of the specific operation process, and at the same time put forward a variety of safeguard measures, such as ideological safeguard, organizational safeguard and financial safeguard. In order to ensure the optimization effect of the incentive mechanism, this paper also establishes a continuous improvement mechanism, in order to dynamically adjust the incentive strategy, form a closed-loop improvement, and further promote the continuous optimization of the company's incentive system. The results of the study show that the reasonably optimized incentive mechanism of brokers can effectively improve the work motivation and performance of brokers, enhance their sense of identity and loyalty to the company, and thus promote the company to achieve higher-quality development.