| After more than20years development since the real estate market reform in1992, China’s real estate, being an important pillar industry of the national economy,has evolved from a primitive accumulation stage to a mature stage. The nationalmacro-control started from2004, along with the promulgation of a series of regulationand policies, therefore, a large number of small and medium real estate companieshave been eliminated.Rough management model has been useless under current situation of nationalmacroeconomic policies and increasingly fierce competition in the market,management problems of real estate have become a bottleneck restricting thedevelopment of enterprises. Improving performance management has become apriority of internal management.TB Company is specialized in high-end real estate development, mainly focus onthe business in the Tuanbo Lake area. Benefiting from the government’s attention onthe construction of Tuanbo New City, the company is currently experiencing rapiddevelopment. With the expansion of business scale, these measures are no longersuitable for the rapidly developing enterprises. If the performance appraisal work isnot available to provide real data of business conditions and staffing levels to thedecision-makers, then it can’t help to effectively mobilize the enthusiasm ofemployees.By absorbing and learning from existing scientific performance appraisal theoryto explain and summarize common performance management, and with relevantresearch methods, this paper points out the existing problems and disadvantages in theperformance management of TB Company. It analyzes the causes of problems,optimizes the existing performance appraisal program, creates scientific performanceassessment model, and finally puts this model into practice, so as to improveenterprise management. The optimized performance appraisal program not justimproves the shortcomings of the original system, but also is a good example for thereal estate companies which are in rapid development. |
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