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论文基于激励管理视角,以NJ房地产集团为例,在集团项目公司奖金分配问题分析基础上,提出根据项目公司年度经营管理目标确定人员编制,根据刺激性原则确定各层次人员的目标奖标准,然后根据项目公司人员编制和各层次人员目标奖标准确定项目公司年度奖金预算,利用项目进度推进会进行即时追踪考核评价和协调推进,最后依据“刚柔并济、价值区分”的考核原则确定年度考核分数,奖金实际额度与年度考核分数严密挂钩的系统解决方案,以期对房地产企业奖金激励提供参考。
Based on the analysis of bonus distribution of the project company in NJ group, this paper puts forward that according to the objective of incentive management, based on the analysis of bonus distribution of project company in the group, it proposes to establish the staffing system according to the annual operation and management goals of the project company and determine the target award standard of personnel at all levels according to the incentive principle According to the project company staffing and personnel target award criteria at all levels to determine the project company’s annual bonus budget, the use of project progress will be carried out immediately tracking appraisal and coordination and promotion, and finally based on “rigid and flexible, the value of distinction,” the assessment principles to determine Annual assessment scores, the actual amount of bonus and the annual assessment score closely linked to the system solutions, in order to provide incentives for real estate business incentives.