【摘要】：現(xiàn)今,我們國家企業(yè)的競爭愈演愈烈,已成為普遍令企業(yè)家們頭痛的問題。人力資源作為當前企管的核心,其規(guī)范性與科學性嚴重影響著當前企業(yè)的發(fā)展�？冃Ч芾韺儆诂F(xiàn)在人力資源管理的關鍵內(nèi)容,也是公司能不能有效完成戰(zhàn)略任務的關鍵影響因素。銷售員屬于公司銷售業(yè)務的主要執(zhí)行人,還是公司面向客戶、市場以及對手的一線人員,其績效優(yōu)劣將會對公司的運營與前景有著決定性的影響。所以,有效管理銷售員的績效擁有相當關鍵的意義。山西杏花村竹葉青酒營銷公司(全文簡稱“A公司”)作為一家山西本土保健酒國有企業(yè),其管理體系與民營企業(yè)略有不同,自身發(fā)展受到人力資源方面的影響較重,故而對績效管理方案的優(yōu)化勢在必行。本文主要從A公司營銷人員績效管理現(xiàn)狀入手,對其營銷模式、管理內(nèi)容、方法運用、激勵機制等方面進行調(diào)研,通過比較分析,發(fā)現(xiàn)績效管理方面存在諸多問題,然后就其存在的問題進行闡述,包括員工工作參與度低、標設置不合理、考核方式不科學、溝通機制不流暢、結(jié)果應用受限等;并探討其問題產(chǎn)生的原因,則有公司自身體系的缺陷、企業(yè)高層對績效管理不夠重視、人力資源部對績效管理認知度有偏差、營銷人員對績效管理意識薄弱等原因;最后在其分析現(xiàn)狀、問題及原因的基礎上,結(jié)合A公司營銷人員的實際情況,引用AHP分析方法,開發(fā)了基于BSC的KPI績效管理方法,改進了A公司不同崗位之間的營銷差異,對考評指標、權重做了重新設計,調(diào)整了評估流程與方法,著重建立了溝通與反饋機制,優(yōu)化了各項激勵機制,完善了考評結(jié)果運用,最后提出保障措施。本文期望依據(jù)有關績效管理方面的理論與不同公司的踐行經(jīng)驗,優(yōu)化A公司銷售員目前已有的績效系統(tǒng),進而增強公司和職員在復雜市場競爭局勢中的優(yōu)勢。
[Abstract]:Today, competition in our national enterprises has become a common headache for entrepreneurs. As the core of current enterprise management, human resources have a serious impact on the development of enterprises. Performance management is the key content of current human resource management, and also the key factor of whether the company can effectively complete its strategic task. The salesperson is the main executor of the company's sales business, or the first-line person of the company facing the customers, the market and the rivals. Its performance will have a decisive influence on the company's operation and prospects. Therefore, the effective management of salespeople's performance has a very critical significance. Shanxi Xinghua Village Zhuye Qing Wine Marketing Company ("A Company" for short), as a state-owned enterprise of Shanxi native health wine, its management system is slightly different from that of private enterprises, and its own development is heavily influenced by human resources. Therefore, it is imperative to optimize the performance management scheme. This paper mainly starts with the current situation of marketing personnel performance management in Company A, investigates its marketing model, management content, method application, incentive mechanism, and finds that there are many problems in performance management through comparative analysis. Then the problems are discussed, including low participation of employees, unreasonable setting of standard, unscientific assessment method, unsmooth communication mechanism, limited application of the results and so on. The causes of the problems are the defects of the company's own system, the lack of attention to the performance management by the senior management, the deviation of the human resources department to the performance management, the weakness of the marketing staff's awareness of the performance management, and so on. Finally, based on the analysis of the current situation, problems and reasons, combined with the actual situation of marketers in company A, the author developed a method of KPI performance management based on BSC, which improved the marketing difference between different positions of A company. The weight of the evaluation index is redesigned, the evaluation process and method are adjusted, the communication and feedback mechanism is established, the incentive mechanism is optimized, the application of the evaluation result is improved, and the safeguard measures are put forward. Based on the theory of performance management and the practical experience of different companies, this paper hopes to optimize the existing performance system of salespeople in Company A, and then enhance the advantages of the company and staff in the complex market competition situation.
【學位授予單位】：山西大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F426.82

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本文編號：2361076