本文選題：家紡企業(yè)　切入點：銷售崗位　出處：《南京理工大學》2013年碩士論文

【摘要】：面對競爭激烈且快速變化的經營環(huán)境,人力資源管理在企業(yè)戰(zhàn)略目標實現的過程中發(fā)揮著愈來愈重要的作用。而績效管理作為人力資源體系的核心模塊,更是成為激勵、甄別和發(fā)展核心人才的關鍵所在。但是,往往因缺乏管理工具和管理經驗,使得企業(yè)在實施績效管理的過程,出現了種種問題而影響了績效管理的推進效果。 本文以N家紡企業(yè)為研究對象,深入分析了該企業(yè)銷售部門主要職能、銷售崗位主要工作職責以及銷售崗位績效考核指標的運用現狀。接著,從遵循績效指標設計原則的角度,提出了銷售崗位績效考核指標設計中存在的問題,并從現行績效指標體系中存在的障礙和可克服性兩個方面來提出改進建議。隨之,以解決存在問題為導向,理清了N家紡企業(yè)銷售崗位績效指標的設計思路。 首先,基于平衡計分卡(BSC)的方法,對N家紡企業(yè)的愿景、戰(zhàn)略目標進行了厘清,并據此繪制戰(zhàn)略地圖以獲得公司級關鍵績效指標。其次,根據戰(zhàn)略目標和公司級指標,分解出與部門使命緊密相聯(lián)的部門級關鍵績效指標。再次,對部門級指標進行分解和細化后獲得銷售崗位KPI指標。并且,結合銷售崗位工作特征,借用勝任力模型設計出績效指標,即采用結果型、品質型與行為型指標相結合的方式,對銷售人員的績效進行全面、科學的評估。最后,針對新設計指標的具體內容進行改進方案的列舉和解析。
[Abstract]:In the face of fierce competition and rapidly changing business environment, human resources management plays an increasingly important role in the process of enterprise strategic target realization. Performance management is the core module of the human resource system, is becoming a key incentive, screening and development of core talents. However, often due to lack of management tools and management experience in the implementation process of performance management, there are all sorts of problems and the influence of the promoting effect of the performance management.
In this paper, N textile enterprises as the research object, in-depth analysis of the main functions of the Sales Department of enterprises, the current situation of the use of sales job responsibilities and sales performance evaluation index. Then, from the perspective of performance indicators follow the design principles, puts forward the existing design of sales performance evaluation index of the problem, and from the current performance index the system can overcome the obstacles and two aspects to put forward suggestions for improvement. Then, in order to solve the problem oriented, clarify the design idea of sales positions N textile enterprise performance indicators.
First of all, based on the Balanced Scorecard (BSC) method of N textile enterprise vision, strategic objectives are clarified, and then draw a strategy map to obtain the company level key performance indicators. Secondly, according to the strategic objectives and company level indicators, and the Department of mission decomposition inseparated departmental key performance indicators., decomposition and refinement of the department level index obtained after sales KPI index. And, combined with job characteristics, use the competency model of the design of performance indicators, namely the result type, quality type and behavior index combining way of sales staff performance to conduct a comprehensive, scientific assessment. Finally, improvements of lists and analysis according to the specific content of the new design indexes.

【學位授予單位】：南京理工大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F426.81

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本文編號：1677220