What are the problems in employee performance management of property companies?

Lead: With the sustained and rapid economic growth in China, more and more enterprises are aware of the role and importance of employee performance management in actual development and practice. The property management company is a new service company with obvious industry characteristics, and the labor cost accounts for 90% of the total cost of the property management company. The performance of employees has a key impact on the operation of the company.

What are the problems in the performance management of employees in property companies? 1. Problems in enterprise performance management.

1. Misunderstanding of the concept of performance management

Most property company leaders and employees have a one-sided understanding of performance management, which is considered as a means and of little significance. This makes the setting of assessment items, assessment contents and assessment standards of human resources management in property companies too arbitrary, and the specific implementation content also lacks principle and seriousness, and even some assessment items are contradictory, which makes it difficult to effectively implement performance management policies.

2. The performance appraisal standard is monotonous

Unscientific assessment methods will directly affect the final assessment results. If only one assessment standard or one-on-one assessment system is adopted, the fairness and objectivity of the final assessment will be questioned. In addition, for property companies, it involves a wide range of services and the difficulty of work performance is different. It is difficult to measure the real job performance with a single performance evaluation scale.

3. Performance management pursues quantification unilaterally.

For property companies, human resources are the foundation of their long-term development. In the process of performance management, property companies often ignore employees' feelings, which often makes the overall interests of enterprises and the personal interests of employees fall into opposition. In order to solve this contradiction, many property companies have adopted the overall quantification of the assessed performance and realized the link with the assessed personal income. This method ignores the interaction between the management and employees of the property management company, and it is difficult to correctly guide employees to carry out related work as a result, which makes employees fall into a situation of going it alone.

Second, the content and characteristics of quality and benefit management

The so-called quality and benefit management refers to the market-oriented, quality-centered and benefit-oriented sustainable development management strategy. At first, quality and benefit management developed rapidly in Japan, and Japanese enterprises achieved great results after implementing quality and benefit management strategy. The competitiveness of Japanese enterprises in the market is increasing. It can be seen that quality and benefit management is one of the most effective management modes for economic development in the world. Applying quality and benefit management to the performance management of enterprise human resources will also give full play to the advantages of quality and benefit management, innovate the performance management mode of property management companies, and continuously improve the work efficiency of employees. Generally speaking, the characteristics of quality and benefit management can be summarized as follows:

First, quality and benefit management focuses on improving service quality, and constantly improving customer satisfaction is an important way to improve enterprise efficiency. If the enterprise performance management is integrated with the concept of quality and benefit management, the service level will be continuously improved, and then the employees themselves will be developed.

Second, to adapt to the changes in the market environment, the business development strategy with improving service quality as the core has achieved broader development.

Third, the concept of people-oriented and full participation will make performance management more focused and improve management efficiency.

Third, the company's employee performance management strategy based on quality and efficiency.

1. Do a good job of preliminary investigation and preparation.

In the process of building a performance management system, the first thing a property company needs to know is its own organizational structure, the number of employees and the current situation of human resources. In the process of performance management, employees' performance has the characteristics of multi-factors, multi-dimensions and polymorphism. Therefore, in the process of performance appraisal, it is possible to build a scientific, reasonable and perfect performance appraisal index only with the correct concept guidance, and it needs the cooperation of leaders and employees to effectively promote it.

2. Clear the objectives and principles of performance appraisal.

Property companies should make clear the purpose of employee assessment, and the set assessment objectives should be operable. The quality of talent team is the magic weapon for property companies to gain market access. It is necessary to form a scientific system in selecting, employing, evaluating and retaining people, so as to make the performance appraisal objective, fair, fair and open. The final assessment results should be summarized and analyzed, and fed back to the employees and managers of the property management company in time.

3. Strengthen the execution of the company

With the continuous promotion of performance management of property companies, managers and employees at all levels will benefit from the process of performance management, and performance management will also be valued by managers and employees at all levels. The company's human resources management department should communicate with the company's top management in a timely and active manner, obtain the support of the leaders, and strive to change the wrong ideas between business departments. Let the company's top management and business departments clearly understand that the human resources department is only the organization and coordination department of performance management, and managers and employees at all levels are the core of performance management. Managers at all levels are not only the object of performance management, but also the person in charge of subordinate performance management. In short, they are both evaluators and evaluators.

4. Improve the ability of managers

Scientific management system needs competent managers to implement and promote, and performance appraisal is a very comprehensive work. Property companies should actively organize managers at all levels to participate in relevant performance appraisal management training, endow them with relevant knowledge, skills and abilities, and then avoid subjective judgment.