A建筑公司项目经理绩效管理优化研究
Research on Performance Management Optimization of Project Manager of A Construction Company

本研究以A建筑公司为例，对其项目经理绩效管理现状展开调查和分析。通过研究发现，A建筑公司在项目经理绩效管理方面存在绩效考核指标设定不完善、绩效沟通与反馈机制匮乏、绩效考核结果应用不充分等问题，影响了公司项目经理的工作积极性和工作效率。为此，本研究建议：1) 完善绩效考核指标体系，增强绩效考核指标的客观性、全面性；2) 设立全员量化绩效考核指标；3) 加强对公司项目经理绩效沟通与反馈机制的建设；4) 对公司项目经理绩效考核结果的应用方式进行优化。本研究具有一定现实意义，不仅能为建筑公司项目经理的绩效管理优化提供参考，从而推进建筑公司的整体管理水平，也能让整个建筑行业往更科学、高效的方向去发展。
This study takes A construction company as an example to investigate and analyze the status of performance management of project managers. Through research, it is found that A Construction Company has some problems in the performance management of project managers, such as imperfect performance appraisal indicators, lack of performance communication and feedback mechanism, and inadequate application of performance appraisal results, which affect the work enthusiasm and efficiency of the project managers. To this end, this study suggests: 1) improve the performance appraisal index system, enhance the objectivity and comprehensiveness of the performance appraisal indicators; 2) establish the quantitative performance appraisal indicators for all employees; 3) strengthen the construction of the communication and feedback mechanism for the performance of project managers of the company; 4) optimize the application mode of the performance appraisal results of project managers of the company. This study has some practical significance, which can not only provide reference for the optimization of performance management of project managers of construction companies, so as to promote the overall management level of construction companies, but also enable the whole construction industry to develop in a more scientific and efficient direction.