企业的核心竞争力在于人力资源，如何客观公正地对员工进行绩效考核是人力资源管理的关键环节。目前，我国物业行业竞争日益激烈，一线员工工作积极性很大程度上取决于绩效考核的管理水平。XX物业集团是一家集园区服务、楼宇物业、住宅物业、市政维管、景区管理、社区餐饮等为一体的综合性物业服务公司，随着公司的不断扩张，市场需求的变化，公司面临人工成本不断升高、客户对服务质量需求不断增长的问题，如何有效激励一线员工，提升企业服务质量，改进企业的整体绩效，成为XX物业集团亟待解决的问题。

论文以XX物业集团为研究对象，首先，采用文献研究法对有关绩效管理的理论及国内外一线员工绩效管理、物业公司绩效管理研究成果进行了梳理；之后，应用访谈法、问卷调查法和资料分析法等研究方法，分析了XX物业集团一线员工绩效考核体系现状。通过分析发现，存在的主要问题有：一是尚未建立从上到下符合公司发展的绩效管理文化；二是绩效目标制定与计划分解与公司战略不符；三是绩效考核片面注重结果而忽略辅导过程；四是绩效指标体系设置不科学，未能反映一线员工岗位工作特点；五是绩效考核结果应用力度不足；针对以上存在的问题，论文提出了优化方案：一是建立良好的绩效文化；二是加强绩效考核与公司战略目标的关联性；三是优化绩效考核指标体系；四是规范绩效管理流程，完善绩效沟通与辅导；五是加强绩效考核结果应用；最后，从文化层面、制度层面、组织层面和人员层面建立了绩效考核顺利实施的保障机制。

论文根据XX物业集团实际发展现状、业务特性和人员特点提出的策略建议，有利于帮助公司解决一线员工绩效考核存在的问题，不断提升绩效管理能力和水平，同时论文充分考虑了物业行业一线员工绩效考核方案的落地实施性。论文提出的优化方案，对于同类型的企业一线员工绩效考核实践应用具有一定的指导和借鉴意义。

The core competitiveness of enterprises lies in human resources, and how to objectively and fairly evaluate employee performance is a key link in human resource management. At present, the competition in China's property industry is becoming increasingly fierce, and the work enthusiasm of front-line employees largely depends on the management level of performance evaluation. XX Property Group is a comprehensive property service company that integrates park services, building properties, residential properties, municipal maintenance, scenic area management, community catering, etc. With the continuous expansion of the company and changes in market demand, the company is facing the problem of rising labor costs and increasing customer demand for service quality. How to effectively motivate front-line employees, improve the quality of enterprise services, and improve the overall performance of the enterprise, Becoming an urgent problem for XX Property Group to solve.

This paper takes XX Property Group as the research object. Firstly, it uses literature research method to sort out the theory of performance management and the research results of front-line staff performance management and property company performance management at home and abroad. After that, the research methods such as interview, questionnaire and data analysis are used to analyze the current situation of the performance appraisal system of front-line employees of XX Property Group. Through the analysis, it is found that the main problems are: first, the performance management culture that is consistent with the development of the company from top to bottom has not been established; Second, the performance goal formulation and plan decomposition are inconsistent with the company strategy; Third, the performance appraisal pays attention to the result and ignores the coaching process; Fourth, the setting of performance indicator system is not scientific and fails to reflect the working characteristics of front-line employees; Fifth, the application of performance appraisal results is insufficient; In view of the above problems, the paper puts forward the optimization plan: first, establish a good performance culture; Second, strengthen the correlation between performance appraisal and corporate strategic objectives; Third, optimize the performance appraisal index system; Fourth, standardize the performance management process, improve the performance communication and guidance; Fifth, strengthen the application of performance appraisal results; Finally, from the cultural level, system level, organizational level and personnel level to establish the smooth implementation of performance appraisal guarantee mechanism.

According to the actual development status, business characteristics and personnel characteristics of XX Property Group, the paper puts forward strategic suggestions, which are conducive to helping the company solve the problems existing in the performance appraisal of front-line employees and continuously improve the performance management ability and level. At the same time, the paper fully considers the implementation of the performance appraisal program for front-line employees in the property industry. The optimization scheme proposed in this paper has certain guidance and reference significance for the practice and application of performance appraisal for front-line employees in the same type of enterprises.

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