本文關(guān)鍵詞： 證券公司 營銷員工 績效考評　出處：《遼寧大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著經(jīng)濟(jì)全球化和信息時代的到來,拉動經(jīng)濟(jì)增長的核心資源已從最初的物理資源開始發(fā)生變化,越來越多的企業(yè)已經(jīng)開始關(guān)注人力資源的建設(shè)和發(fā)展�？茖W(xué)的人力資源管理體系已經(jīng)成為企業(yè)內(nèi)部管理的核心要素之一,而處于人力資源管理核心的績效考評體系日益成為人力資源管理的重要手段,是幫助企業(yè)維持和提高生產(chǎn)力,實(shí)現(xiàn)企業(yè)戰(zhàn)略任務(wù)和目標(biāo)最有效的方式之一。因此,構(gòu)建科學(xué)的績效考評體系,是幫助企業(yè)完善人力資源管理體系,實(shí)現(xiàn)組織規(guī)劃目標(biāo),保障企業(yè)良性發(fā)展的核心。 中投證券于2006年末開始進(jìn)行證券經(jīng)紀(jì)業(yè)務(wù)轉(zhuǎn)型的探索。主要的表現(xiàn)為在全國100余家營業(yè)部組建市場部,大規(guī)模招聘營銷員工,開始將經(jīng)紀(jì)業(yè)務(wù)重點(diǎn)轉(zhuǎn)移到營銷員工的團(tuán)隊(duì)建設(shè)上來,充分培養(yǎng)營銷員工的專業(yè)性和營銷能力,實(shí)現(xiàn)公司經(jīng)紀(jì)業(yè)務(wù)利潤。然而隨著這一崗位員工規(guī)模的不斷擴(kuò)大,現(xiàn)行績效考評體系漏洞日益暴露,逐漸成為束縛企業(yè)人力資源發(fā)展的枷鎖。 本文以現(xiàn)階段中投證券營銷員工績效考評體系為研究對象,發(fā)現(xiàn)存在的問題并分析原因,提出了優(yōu)化方案。 第一部分,對績效考評的相關(guān)文獻(xiàn)進(jìn)行了綜述。主要介紹了績效考評的基礎(chǔ)概念,幾種常見的績效考評方法,如關(guān)鍵績效指標(biāo)、目標(biāo)管理法和全方位考評法等。 第二部分,介紹了中投證券經(jīng)營現(xiàn)狀以及營銷員工的特點(diǎn)等,在這一部分本文重點(diǎn)分析了營銷員工的人格特質(zhì)和職業(yè)特質(zhì)。 第三部分,闡述營銷員工績效考評現(xiàn)狀,發(fā)現(xiàn)問題并進(jìn)行原因分析。由于營銷員工績效考評工作起步較晚,故現(xiàn)階段績效考評體系存在的問題和原因是多樣而復(fù)雜的。 第四部分,根據(jù)績效考評體系存在的問題,提出考評優(yōu)化方案。從體系設(shè)計(jì)的指導(dǎo)原則、考評指標(biāo)的選擇、績效考評具體實(shí)施細(xì)則等諸多方面進(jìn)行了重新構(gòu)想,為新體系的實(shí)施提供理論基礎(chǔ)。 第五部分,提出了促進(jìn)績效考評體系有效運(yùn)轉(zhuǎn)的保障措施。
[Abstract]:With the advent of economic globalization and the information age, the core resources that stimulate economic growth have begun to change from the initial physical resources. More and more enterprises have begun to pay attention to the construction and development of human resources. Scientific human resource management system has become one of the core elements of internal management. The performance evaluation system, which is at the core of human resource management, is increasingly becoming an important means of human resource management, which is to help enterprises maintain and improve their productivity. Therefore, the construction of a scientific performance appraisal system is to help enterprises improve the human resources management system and achieve organizational planning goals. Ensure the core of healthy development of enterprises. In end of 2006, CIC began to explore the transformation of securities brokerage business. The main performance is the establishment of marketing department in more than 100 business departments throughout the country and the large-scale recruitment of marketing staff. Start to transfer the focus of brokerage business to the team building of marketing staff, and fully cultivate the professionalism and marketing ability of marketing staff. However, with the continuous expansion of the staff size of this position, the loopholes in the current performance appraisal system are exposed day by day, and gradually become the shackles of the development of human resources. This paper takes the current performance appraisal system of CIC's marketing staff as the research object, finds out the existing problems and analyzes the reasons, and puts forward the optimization scheme. The first part summarizes the relevant literature on performance appraisal. It mainly introduces the basic concept of performance evaluation, several common performance evaluation methods, such as key performance indicators. Objective management method and all-round evaluation method. The second part introduces the current situation of CIC Securities Management and the characteristics of marketing staff. In this part, the author analyzes the personality and professional characteristics of marketing staff. The third part describes the current situation of performance appraisal of marketing employees, finds out the problems and analyzes the reasons. Because the performance evaluation of marketing employees started late. Therefore, the existing problems and reasons of the performance appraisal system are diverse and complex. Part 4th, according to the problems existing in the performance appraisal system, put forward the evaluation optimization scheme, from the system design guidelines, the selection of evaluation indicators. The detailed implementation rules of performance appraisal are reconceived to provide the theoretical basis for the implementation of the new system. In the 5th part, the author puts forward the guarantee measures to promote the effective operation of the performance appraisal system.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.92;F832.51

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