This paper systematically expounds the present situation and some existing problems of performance management in real estate enterprises. Combined with the management characteristics of real estate enterprises,
The countermeasures and suggestions that real estate enterprises should take are put forward.
Keywords: real estate; Performance management; question
Introduction to 0
Since 1990s, the ideas and methods of performance management have been adopted by many companies all over the world. More and more enterprises are opening.
I began to realize the importance of performance management. As a pillar industry in China in 2 1 century, real estate is no exception, but most real estate enterprises
The time to participate in market competition is short, and the research on performance management is relatively lacking. Therefore, scientifically analyze the present situation of performance management and find out its crux.
Investigating the reasons is of great significance to the healthy and sustainable development of real estate enterprises.
The market competition of real estate enterprises is changing from resource possession competition, product competition, competitive sales and financial strength competition to comprehensive quality competition of enterprises.
Fight. The core of enterprise comprehensive quality competition is talent competition, and the core of talent competition is talent creation and management mechanism competition. Performance management
It is an important part of human resource management. This paper systematically expounds the present situation and existing problems of performance management in real estate enterprises, and combines with real estate
The management characteristics of production enterprises put forward several special aspects that real estate enterprises should pay attention to.
1 Status quo of performance management of real estate enterprises
According to the different business types, specialization, scale and development strategies of real estate enterprises, they can be divided into many strategies.
There are three types of real estate enterprises: meta-type, strategic professional type and professional project type, which show different characteristics in performance management.
Compared with the other two types of enterprises, strategically diversified real estate enterprises should pay more attention to performance management, which just reflects the long-term nature of such enterprises.
Strategic characteristics of development; Strategic professional real estate enterprises pay more attention to every work of performance management, which also reflects their
The industrial strategy of seeking development while maintaining stability; Professional project real estate enterprises attach great importance to the salary system and performance appraisal, but for employees,
Personal development planning, welfare system and other work are not paid enough attention, which just reflects the short-term project profit of such small real estate enterprises.
Sexual strategy
[ 1]
Most real estate enterprises attach great importance to performance management, and the specific methods of performance management are as follows:
(1) Formulation and communication of performance objectives. Most enterprises basically set performance indicators for department heads by the company's top management.
In more than half of these enterprises, their senior managers can make overall plans for the performance indicators of department heads according to the company's business plan.
Mark. The performance indicators set by enterprises for department heads are relatively comprehensive. (2) Performance tracking and monitoring. The so-called performance tracking and monitoring refers to the continuous understanding of employees' performance completion when they perform performance tasks.
Conditions, that is, to collect the information of performance evaluation, but also to find the possible deviations in performance execution in time, to help employees correct the deviations and ensure that
The ultimate realization of enterprise performance goals. According to a large number of data, it is found that many enterprises are not deep enough in obtaining performance data.
(3) Performance evaluation. Performance evaluation refers to the organization's mission and overall strategy-oriented, result-oriented, integrating all the elements in the process of organization management.
A series of planning, management, monitoring and inspection procedures. The content of performance evaluation includes evaluation indicators and standards, and evaluation indicators are performance evaluation.
Carrier, that is, show the performance level through indicators. Through investigation, it is found that the evaluation of appraisers by real estate enterprises is not comprehensive enough and the number of performance indicators is small.
Insufficient quantity.
(4) Performance feedback and application of results. Performance feedback is very important, it is not only an important way for enterprises and employees to communicate with each other,
It is also an important means to motivate employees. At the same time, performance feedback lays the foundation for the application of performance results. Be able to point out shortcomings to the assessed.
Enterprises in the department account for half, but among these enterprises, there are few enterprises that can provide relevant training for the shortcomings of the assessed.
2 problems in performance management of real estate enterprises
2. 1 Understand the problem of performance management
(1) Performance evaluation is equivalent to performance management, which is a common misunderstanding. Performance management emphasizes the relationship between managers and employees.
Continuous two-way communication process. In this process, managers and employees reach an agreement on performance goals, and take this as a guide to carry out continuous two-way
Communication helps employees improve their work performance and achieve their work goals.
Performance appraisal is an assessment of employees' work and performance objectives for a period of time, a summary of the previous work and the assessment results.
Provide basis for relevant personnel decisions (promotion, dismissal, salary increase and bonus). Performance appraisal is only a link of performance management, and it is a comparison of performance.
Summarizing and evaluating the preliminary work of effective management is far from the whole of performance management. If employees are only nailed to the performance appraisal, there will inevitably be deviations.
The original intention of implementing performance management still can't solve the situation of unclear responsibilities, low performance and chaotic management, and may even get worse.
Many enterprises often only see the performance appraisal, but ignore the grasp of the whole process of performance management.
(2) the implementation of the main role dislocation. The management of some enterprises thinks that performance management is the business of human resources department, and human resources department does it.
This is natural. In principle, the management only gives instructions on performance management, and the rest is handed over to the Human Resources Department. Is it good or not?
It's all about human resources. This understanding is an important reason why some enterprises' performance management cannot be effectively implemented.
The human resources department designs the implementation plan of performance management, provides performance management consultation and organizes the implementation of performance management. Human resources department
As an expert in enterprise performance management, he plays an advisory role in the process of enterprise performance management. Senior management
Support and encouragement play a decisive role in the implementation of performance management; Department management implements performance management plan to improve employee performance.
Guidance and feedback on employee performance level. Employees are the masters of performance management, who own and create performance. It should be said that enterprises
The participation of all employees in the industry also plays a vital role in the success or failure of performance management. Without the full participation of employees, it is science.
Performance management is impossible. Therefore, the management and employees of the enterprise understand and realize that their role in performance management is absolutely true.
The lowest foundation of performance management.
2.2 Problems in the actual operation of performance management
(1) The design of performance appraisal scheme is unscientific. The unscientific design of performance appraisal scheme is mainly manifested in the unclear appraisal purpose.
Nuclear principles are inconsistent. In the aspects of assessment content, index setting, weight setting, etc., it shows irrelevance, arbitrariness and often shows long-term nature.
The official will and personal likes and dislikes, and the performance appraisal system lacks seriousness and changes at will, making it difficult to ensure the continuity and consistency of policies.
(2) There is no feedback on the assessment results. There are generally two forms of feedback without assessment results: one is that the examiner has no subjective and objective feedback.
Willing to feedback the assessment results and their explanations to the assessed, the assessment behavior becomes a black-box operation, and the assessed has no way of knowing.
What aspects are satisfactory and affirmative to the appraisers, and what aspects need to be improved? This often happens because evaluators are worried that feedback will lead to.
The dissatisfaction of subordinates, as well as the uncooperative or hostile attitude in future work, may also be that the performance appraisal results themselves are not credible.
Depending on the facts, we can draw a conclusion only by the will of the chief executive, and if we give feedback, it will inevitably cause great controversy; The second means that the examiner is unconscious or absent.
It is often because the appraiser himself does not really understand the performance appraisal of human resources that the appraisal results can be fed back to the appraiser.
Meaning and purpose, coupled with the lack of good communication skills and democratic corporate culture, make the appraisers have no control over the feedback performance appraisal results.
Ability and courage
[2]
(3) Pay more attention to assessment than communication. In the whole process of performance management, communication runs through. First, when making performance goals and plans,
Management needs to communicate with employees on goal setting, reach a * * * understanding, and finally make the goal a performance bond between management and employees, and at the same time bear the performance expectation of the supervisor and the performance commitment of the employees to the supervisor.
[3]
. Second, in the process of performance management and implementation, communication
More importantly, it directly affects whether the performance can be successfully completed, and its specific form is that the management has passed the employee's performance.
In the process, keep dynamic communication with employees at any time, find out the resource support and business counseling that employees need in time, and provide them in time; Employees are
At this stage, it is also necessary to give timely feedback to the management on the performance completion and the required resources and business support in order to obtain the necessary support.
[4]
Third, in the performance appraisal link, the role of communication is reflected in the * * * understanding between management and employees on the completion of employees' current performance.
Fourth, communication is also very important in performance feedback, which requires both management and employees to reach an agreement on the understanding and views of performance completion during this period.
More importantly, how to improve the shortcomings, form a plan to improve performance, and reach a preliminary understanding of the goals of the next performance period.
[5]
In short, the continuous two-way communication between managers and employees is a guarantee for the smooth performance appraisal of an enterprise, and it is also an enterprise.
The soul of scientific performance management. Proper communication can eliminate obstacles in the process of performance management in time and improve the enterprise to the maximum extent.
Overall performance; At the same time, it can also improve the enthusiasm of employees to participate, reduce the resistance in the assessment process, and ensure the objectivity and fairness of the assessment. at any time
Keep communication and feedback, so that employees can understand the assessment objectives, implementation and assessment results. , can not only stimulate the confidence and struggle of employees.
Ambition can also make employees' personal performance consistent with departmental performance, and the long-term and short-term goals of various departments in the enterprise develop in a coordinated and balanced way.
3 Countermeasures and suggestions
The management of real estate enterprises includes the management of production process and circulation process. Real estate enterprise
The company's production and operation process begins with land site selection and feasibility analysis, and goes through project establishment, land acquisition, survey and design, preliminary work and construction.
The house is completed and accepted, with large investment, long payback period, high risk, many management links and quite complicated and moderate working relationship.
The scale of real estate development time is generally more than one year.
[6]
. At present, there are quite a few real estate enterprises that consider factors such as cost and management.
Implement the vertical integration strategy and start to set foot in business fields such as housing construction and decoration. In recent years, with the diversification of demand, people are interested in things.
The requirements of industry management are increasing day by day.
(1) The performance management of employees in real estate enterprises is the unity of difference and pertinence. The object of performance management of real estate enterprises not only includes each
Managers and technicians at different levels also include production personnel in the manufacturing process, marketing personnel in the circulation process and customer service personnel.
Employees with different jobs, such as uneven quality, different jobs and different goals. Therefore, the staff performance management of real estate enterprises.
In this process, we should subdivide the working population according to the nature of work, consider the working characteristics of each group, and achieve "seeking common ground while reserving differences" to reflect differences.
(2) In the process of implementing employee performance management, real estate enterprises must pay attention to accurately identify and clarify the objects, and on this basis, pay attention to.
Diversification of Italy's profit distribution methods. The work of real estate enterprises is complex, which requires managers of real estate enterprises not to rely solely on sales performance.
It is easy to draw conclusions from a superficial phenomenon, but it is necessary to distinguish and identify which personnel's achievements are the results. In addition, real estate enterprises have their own operating characteristics.
The characteristics of uneven quality and complex management also require diversified distribution methods.
(3) The incentive and restraint mechanism of real estate enterprises emphasizes high reliability, ensuring that the incentive measures can be fulfilled and the restraint means can be made.
Employees who have a weak sense of responsibility or even engage in malpractices take responsibility risks. Real estate enterprises have large investment, high risk and long production cycle.
If something goes wrong, it is difficult to recover the losses of enterprises in project development through corrective measures, and sometimes the damage to enterprises can be said to be losses. Subordinate tube
From the perspective of managers and employees, real estate enterprises have relatively high sales incentives and large personal bonuses, which are often delayed by owners for some reason.
Insufficient payment leads to the psychological imbalance of the rewarded personnel and affects their work enthusiasm.
4 conclusion
Performance management is an extremely important content in enterprise management. Only by effectively improving the performance management level can enterprises be in an invincible position in the increasingly fierce market.
Win the game. Real estate enterprises must combine the characteristics of the industry and their own enterprises, as well as the accumulation of practical work experience, to establish a favorable
The performance management system of long-term strategic development of enterprises has laid a solid foundation for enterprises to go higher and further.
References:
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