把物业管理纳入社区管理的思考

物业管理是城市管理的一个重要组成部分，物业管理好坏直接关系到居民的切身利益和社会的稳定发展。随着生活水平的提高，人们对居所的要求更着重于良好的居住环境。物业管理是社区管理的要素之一，物业管理纳入社区管理已越来越成为人们关注的焦点。因此，如果做到了物业管理纳入社区管理，不仅有利于物业管理的发展，而且也符合社区管理的目标，有利于深化城市管理体制改革。     

中航物业:“黑科技”来了,给生活加点“π”

<正>当中国进入"工业4.0"时代之时,物业管理行业也正以昂扬向上之势融入新时代新科技发展的浪潮之中。在大数据和信息化时代,"工业4.0"战略对物业管理行业的影响体现在智能化。从上游供应市场来看,"工业4.0"促使物业管理设备进入智能化生产,引进先进技术,从而提高物业管理行业的效率和智能化水平。从下游需求市场来看,工业革命潮流同样带动社区和商业地产升级,随着智慧社区的建设     

湖南省居住物业管理发展对策研究

本文从湖南省物业管理现状出发，提出物业管理应实行“全方位”管理、“全过程”管理；要以“人”为本，理顺和社区管理的关系。     

探路村改居社区物业管理——以深圳居佳物业的管理实践为例

<正>随着宝安区社区物业管理的快速推广及物业管理覆盖率的不断提高,物业管理人才——特别是本土物业管理人才极度匮乏,成了阻碍社区物业管理持续发展的"瓶颈"。从2006年,深圳市居佳物业管理有限公司(本文均简称"居佳物业")通过在社区物业管理的进程中不断求索拼搏逐步发展壮大,在2010年底,公司管理的社区物业项目上升至20个,服务面积发展至近600万平方米,成为深圳市及宝安区推广社区物业管理的排头兵,受到广大居民与社会各界的普遍赞扬。     

物业管理:建立“和谐社区”的意义所在

物业管理在社区管理活动中起着十分重要的作用。理顺业主大会、业主委员会与居民委员会的关系，推进物业管理与社区建设的协同发展，就是实行物业管理的重要目的之一。在这样的大环境下，物业管理企业应该尽一份社会责任，通过丰富多彩的社区文化活动拉近企业与业主之间的距离，从而提升物业管理的品质和档次。     

关于“物业管理区域划分”问题的思考

《物业管理条例》第九条第二款规定，“物业管理区域的划分应当考虑物业的共用设施设备、建筑物规模、社区建设等因素。具体办法由省、自治区、直辖市制定”。由此来看，《物业管理条例》把物业管理区域的划分作为一个行政管理的问题，主要考虑了行政管理的便利，而偏离了物权保护这个最重要的前提。这显然不符合物权法有关保护业主区分所有权的宗旨，从现实情况来看，也不符合物业管理的实际，不能为物业管理区域划分的实务提供有效的指导。     

完善架构 整合资源 开展活动——大连物协积极推动物业管理属地化工作

<正>大连物业管理协会为贯彻落实大连市政府关于物业管理属地化工作的指导意见,从创新发展角度出发,建立覆盖全市的"纵向到底,横向到边"社会组织架构网络,做到区设物业管理协会、街道设物业管理分会、社区居委会设物业管理工作站。从体制上、机制上形成"协会组织+行政组织"机构设置,进行资源整合,优势互补,形成物业管理行业实现跨越式发展的社会合力。精心设计协会组织架构,实现与行政组织全面对接多年来,大连市物业管理基本属于"条条管理"体     

深圳物业管理行业转型升级的战略构想

<正>战略构想之一:服务社会发展全局科学、正确认识物业管理在城市经济社会发展中的独特地位和作用,健全物业管理参与和协助基层社会管理和城市管理的工作机制,推动物业管理与社区管理的有效结合,充分发挥物业管理在维护社会公共秩序、社区文化建设、创建宜居社区和安全文明小区中的积极作用。加强综合调研,促进物业管理理论创新富有时代性、创新性、前瞻性的物业管理理论对实践     

论物业管理文化

文章对物业文化、物业管理文化、物业管理企业文化、社区文化进行了概念性辨析，并着重从文化的构成和主体关系、文化的继承与创新关系、文化的作用和价值关系三个角度，对物业文化、物业管理文化、物业管理企业文化和社区文化之间的关系进行阐述。     

物业管理与社区管理 交融·互动·双赢

物业管理与社区管理是现代城市管理中两个不同的系统，但在实践中二者之间又充满着广泛的联系，呈现出既相互区别又相互交融；既互为条件又良性互动的关系特点。认真研究物业管理与社区管理这种关系及其相互作用的特点，对于正确解决物业管理面临的诸多矛盾和问题，推动物业管理健康发展具有重要意义。一、区别与交融：两种管理系统的广泛联系物业管理（文中主要指新建住宅小区的的物业管理下同）作为房地产投资、开发、建设、流通的自然延续和房地产业的重要分支，是房地产经济市场化和房屋商品化的必然产物，是房地产管理体制的改革和管理…     

Linking Belgian employee performance management system characteristics with performance management system effectiveness: exploring the mediating role of fairness

Based on expectancy theory, goal-setting theory and control theory, we propose a model in which perceived fairness mediates the relationship between characteristics of employee performance management (PM) systems and their perceived effectiveness by employees. PM system characteristics we propose are the frequency and length of formal reviews, the frequency of informal reviews and feedback, whether the formal conversation focused on evaluation or development and finally the degree of participation. The model was tested on a cross-industry sample of 3192 employees in Belgium. The measurement and structural models were simultaneously tested using structural equation modeling, and we used a bootstrapping approach to test the mediation hypothesis. Our findings indicate that performance review focus and employee participation strongly relate to perceptions of appraisal fairness and PM system effectiveness and that the frequency of informal performance reviews is stronger related to PM system effectiveness than the frequency of formal performance reviews. This suggests that the manifest expressions of PM have more impact on PM system effectiveness rather than the more latent characteristics of PM systems. The findings advance research to the role and functionality of PM systems by showing that (a) the manner in which PM systems are shaped and executed is of fundamental importance for their effectiveness, (b) fairness partially mediates the relationship between PM system characteristics and their effectiveness and (c) the three motivational theories appear useful for understanding the consequences of PM practices on individual employees.     

物业管理:城市社区管理体制的创新

物业管理既是一种房产管理模式 ,更是一种新型的城市社区管理体制。本文指出 ,中国社会在由计划体制向市场体制转轨、从行政性社会整合向契约性社会整合方式的过渡过程中 ,物业管理的产生和发展既是当代中国社会结构变迁的反映之一 ,同时作为嵌入旧有社区结构中的新生事物 ,其成长和发展也面临着来自诸方面的挑战和困难。作者认为 ,培育物业管理得以发展的制度空间是推动社区体制改革和社区建设的关键所在     

Antecedents and consequences of performance management enactment by front-line managers. Evidence from Belgium

Although researchers have extensively stressed the critical role of line managers in the effective implementation of HR practices, little is known about what exactly causes managers to enact these practices. In this paper, we draw from signaling theory, theory of planned behavior and social exchange theory to investigate both the antecedents and the outcomes of front-line management’s enactment of performance management (PM) activities. Results from two Belgian samples of 731 front-line managers and 425 employees show that line management’s beliefs regarding the usefulness of PM activities mediate the relationship between HR support and line management’s implicit person theory, on the one hand, and PM enactment, on the other. This relationship is moderated by the manager’ span of control. Furthermore, line management enactment shows to be positively related to employee engagement and job satisfaction.     

At the Expense of others: Altruistic helping behaviour,performance management and transformational leadership

This article explores the influence of performance management (PM) and transformational leadership (TL) on altruistic helping behaviour (AHB). We argue that PM and TL provide alternative value frameworks against which employees will evaluate costs associated with AHB, and that consequently their influence may be interdependent. The results of regression analysis suggest that TL exerts a stronger influence on AHB in organizations that also have strong PM-based human resource systems, and that PM’s negative effects are stronger when leadership is weak. We conclude that leadership may be an important factor in determining whether public organizations can reap the benefits of PM.     

人本管理——现代企业管理的核心

人本管理是管理史上的一座里程碑,代表了现代企业管理发展的大趋势,堪称现代企业管理的核心。它强调人是管理中最活跃、最能动、最积极的因素,必须以人为中心,把人的因素放在首要位置。在企业发展过程中,强化以人为中心的人本管理,是增强企业活力和竞争力,提高经济效益,实现管理现代化的最现实的选择。     

浅议中小型国有供水企业经营管理

中小型国有企业生存发展的基础来自经济效益的提高、和谐稳定的构建,其前提需依赖于企业的经营管理水平的提升。文章就如何抓好国有中小型供水企业管理,提升中小型国有供水企业的竞争力进行了初步探讨。     

The relationship of managerial values and assumptions with performance management in Turkey: understanding within culture variability

The present study examined the relationship of managerial values and assumptions with performance management (PM) practices with the aim of understanding the within culture variability in the managerial implementation of PM in the context of a developing country – Turkey. The model of culture fit served as the theoretical basis of this study. Data were gathered from 214 business organizations in Turkey. Participating managers completed a self-administered questionnaire, which assessed managerial values, employee-related managerial assumptions, and PM practices. The proposed model and the hypothesized relationships were examined through structural equation modelling. Results revealed that managerial values and assumptions were significantly related to their PM practices, above and beyond the established organizational PM systems. Managers were more likely to implement practices the way it was congruent with their values and assumptions.     

承包型CM模式与跨流域调水工程建设管理

在分析跨流域长距离调水工程特点的基础上,提出对大型跨流域调水工程采用承包型CM模式并分析其应用优点和条件。     

Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals

This study advances our understanding of HRM within emerging market multinational enterprises (EM-MNEs) by examining the extent to, and mechanisms by, which Brazilian MNEs standardise or localise their performance management (PM) policies and practices, and the factors that influence their design and implementation. We explored these issues through qualitative case studies of three Brazilian MNEs. The analysis of interview data reveals a strong tendency for Brazilian MNEs to centralise and standardise their PM policies and practices. The key finding of this paper is that PM practices within Brazilian MNEs are not based on indigenous Brazilian practices, but, rather, are heavily influenced by global best practices. The findings are at odds with previous research, which suggests that EM-MNEs apply different HR practices in developed country subsidiaries and developing country subsidiaries. Also, contrary to expectations, our results indicate that institutional distance does not have a significant influence on the adaptation of PM practices at subsidiary level.     

The transfer of HRM policies and practices to a transitional business system: the case of performance management practices in the US and Japanese MNEs operating in Vietnam

This paper focuses on employee performance management (PM) to explore how multinational enterprises (MNEs) localise their human resources within their subsidiaries in a developing country. It uses qualitative research methods to examine four US and four Japanese MNEs operating in Vietnam. The paper identifies both home and host country effects as significant factors in the transfer of MNEs' PM policies and practices. The US firms emphasised financial and non-financial measurements and utilised a wide range of PM management tools and techniques. These techniques, despite being unfamiliar in Vietnam and possibly considered incompatible with Vietnamese culture, were transferred successfully to the Vietnamese subsidiaries. The Japanese firms' PM approach was characterised by a more informal form of regular performance review, within a strictly top-down process and which suffered from accusations of bias and lack of transparency by Vietnamese respondents. This paper argues that the transitional period in Vietnam from a centrally planned economy to a market-oriented one has made the national business system more receptive to new and seemingly contrasting practices. It provides no evidence to support the argument that transfer of practices is more likely, where the cultures of the countries involved are relatively similar.