MBA教育中心知识库

随着国际经济环境剧变，世界百年之未有大变局加速演化，我国进入机会与挑战并存、不确定因素增多的时期，推进国家富强、民族伟大复习的任务繁重，国有企业是党和国家的重要支柱和依靠，必须积极转型着眼发展新质生产力。H置业作为承担郑州市航空港区发展建设重任的关键力量，能否紧跟时代步伐、保持强劲竞争力，具有极其重大的意义，特别是在目前房地产行业低迷的情况下，H置业必须首当其冲肩负起航空港区的发展任务。为了确保H置业能够持续提升竞争力，需要对其现行各种制度进行优化和完善，其中绩效考核体系的优化就是关键之一。

本文详细描述了H置业公司的概况、组织架构和人员构成，特别是项目管理人员的绩效考核现状，包括考核体系、内容和实施情况。然后根据成就动机理论、目标设定理论等理论基础，以及目标管理法（MBO）、关键业绩指标法（KPI）、360度考核法等绩效考核方法，采用问卷调查和人员访谈等方法，揭示了H置业公司项目管理人员绩效考核中存在的五大问题：绩效考核评价主体不全面、绩效考核体系宣传不到位、绩效考核指标和权重设置不合理、绩效评价结构激励效果不强。针对这些问题，文章进一步分析了其背后的原因，如绩效考评主体单一、员工缺乏对现行考核体系的深入了解、管理沟通不足及评价体系缺失、绩效评估结果运用单一等。

为解决上述问题，文章提出了H置业公司项目管理人员绩效考核的优化设计方案，包括优化思路、目标和原则，以及具体的优化措施，如绩效考核评价主体的多元化、绩效考核制度宣导常态化、绩效考核指标的科学化、绩效评价结果的关联化等。同时，为确保优化方案的顺利实施，文章还从组织、制度和文化三个方面提出了相应的实施保障措施。

With the dramatic changes in the international economic environment, the unprecedented changes in the world have accelerated. China has entered a period of opportunities and challenges coexisting and uncertainties. The task of promoting the prosperity and strength of the country and the great review of the greatness of the nation is heavy. State-owned enterprises are important pillars and reliance of the Party and the country. We must actively transform and focus on the development of new production. Force. As a key force to take on the important responsibility of the development and construction of Zhengzhou Air Port Area, it is of great significance whether H Real Estate can keep pace with the times and maintain strong competitiveness. Especially in the current downturn in the real estate industry, H Real Estate must be the first to shoulder the development task of the Air Port Area. In order to ensure that H Real Estate can continuously improve its competitiveness, it is necessary to optimize and improve its current systems, among which the optimization of the performance appraisal system is one of the keys.

This article describes in detail the overview, organizational structure and personnel composition of H Real Estate Company, especially the performance appraisal status of project managers, including the appraisal system, content and implementation. Then, according to the theoretical basis of achievement motivation theory, goal setting theory, etc., as well as performance appraisal methods such as goal management method (MBO), key performance indicator method (KPI), 360-degree appraisal method, questionnaire survey and personnel interview and other methods are used to reveal the existence in the performance assessment of project managers of H Real Estate Company. Five major problems: the main body of performance appraisal and evaluation is not comprehensive, the publicity of the performance appraisal system is not in place, the performance appraisal indicators and weight setting are unreasonable, and the incentive effect of the performance evaluation structure is not strong. In response to these problems, the article further analyzes the reasons behind them, such as a single performance appraisal subject, employees' lack of in-depth understanding of the current appraisal system, insufficient management communication and lack of evaluation system, and single application of performance evaluation results.

In order to solve the above problems, the article puts forward the optimized design scheme for the performance appraisal of project managers of H Real Estate Company, including optimization ideas, goals and principles, as well as specific optimization measures, such as the diversification of the subject of performance appraisal evaluation, the normalization of the publicity of the performance appraisal system, the scientificization of performance appraisal indicators, and performance evaluation Correlation of results, etc. At the same time, in order to ensure the smooth implementation of the optimization plan, the article also puts forward corresponding implementation safeguards from the three aspects of organization, system and culture.