本文選題：中小房地產(chǎn)企業(yè)　切入點(diǎn)：營(yíng)銷人員　出處：《湘潭大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：21世紀(jì)與其說是產(chǎn)品的競(jìng)爭(zhēng)還不如說是人才的競(jìng)爭(zhēng)。中小企業(yè)，特別是中小房地產(chǎn)企業(yè)，由于企業(yè)主自身文化水平、管理理念、戰(zhàn)略眼光及資本等多方面因素的制約，對(duì)企業(yè)發(fā)展沒有長(zhǎng)遠(yuǎn)的統(tǒng)籌和計(jì)劃，自然形不成良好的人才培養(yǎng)機(jī)制。另外，中小房地產(chǎn)公司中的營(yíng)銷人員在所有員工中的文化層次又更顯偏低，所以中小房地產(chǎn)企業(yè)對(duì)營(yíng)銷人員不僅沒有完整科學(xué)的激勵(lì)制度，而且勞資雙方普遍停留在“激勵(lì)就是發(fā)獎(jiǎng)金”這種粗淺的認(rèn)知階段。致使一線營(yíng)銷人員流動(dòng)頻繁、更新周期越來越短，，從而造成他們主人翁意識(shí)不強(qiáng)、企業(yè)認(rèn)知度不高、業(yè)務(wù)不熟悉、服務(wù)不到位的“四不”現(xiàn)象。鑒于我國(guó)中小房地產(chǎn)公司營(yíng)銷人員激勵(lì)機(jī)制存在的問題、現(xiàn)狀和特點(diǎn)，本文在前人研究的基礎(chǔ)上，經(jīng)過長(zhǎng)期的探索和總結(jié)，并結(jié)合M房地產(chǎn)公司的實(shí)際狀況，以人力資源理論，激勵(lì)理論和現(xiàn)代管理理論為理論依據(jù)，通過綜合運(yùn)用文獻(xiàn)法、例證法、圖表法等，從不同角度研究中小房地產(chǎn)企業(yè)營(yíng)銷人員的激勵(lì)問題，提出激勵(lì)理論，目的在于讓中小房地產(chǎn)企業(yè)營(yíng)銷人員的心理期待與企業(yè)的激勵(lì)機(jī)制緊密結(jié)合起來，為確保中小房地產(chǎn)企業(yè)營(yíng)銷人員個(gè)人行為與企業(yè)組織目標(biāo)的一致性提供一定的理論依據(jù)。 通過現(xiàn)場(chǎng)走訪和問卷調(diào)查等方式，本文對(duì)M房地產(chǎn)公司營(yíng)銷人員激勵(lì)機(jī)制的現(xiàn)狀和問題進(jìn)行了詳細(xì)分析，發(fā)現(xiàn)M房地產(chǎn)公司營(yíng)銷人員激勵(lì)機(jī)制主要存在四大問題：一是薪酬制度不夠科學(xué)合理，薪酬結(jié)構(gòu)過于單一；二是缺乏有效的工作激勵(lì)；三是缺乏有效的精神激勵(lì)；四是現(xiàn)有激勵(lì)機(jī)制有失公平等。針對(duì)這些問題，本文在理解激勵(lì)機(jī)制優(yōu)化設(shè)計(jì)的目的和原則的基礎(chǔ)上，針對(duì)性地提出了M房地產(chǎn)公司營(yíng)銷人員激勵(lì)機(jī)制優(yōu)化設(shè)計(jì)的總體思路，主要是從五個(gè)大的方面來進(jìn)行優(yōu)化設(shè)計(jì)，分別是薪酬激勵(lì)、績(jī)效考核機(jī)制、職業(yè)生涯激勵(lì)、培訓(xùn)激勵(lì)、企業(yè)文化激勵(lì)。本文最后對(duì)M房地產(chǎn)公司營(yíng)銷人員激勵(lì)機(jī)制的實(shí)施保障進(jìn)行了闡述，主要包括四個(gè)方面：一是建立對(duì)營(yíng)銷人員中高層管理者的績(jī)效管理制度，二是企業(yè)經(jīng)營(yíng)者親自領(lǐng)導(dǎo)并積極參與，三是樹立共同富裕、共同分享的觀點(diǎn)，四是聘請(qǐng)外腦、讓激勵(lì)機(jī)制的制定更專業(yè)更科學(xué)。 激勵(lì)機(jī)制是一把雙刃劍，用得好就能夠促進(jìn)公司蓬勃發(fā)展，用得不好反倒會(huì)阻礙公司發(fā)展壯大。因此，如何設(shè)計(jì)公司的激勵(lì)機(jī)制是一門大學(xué)問，值得每個(gè)公司深入思考。
[Abstract]:In 21th century, it was not so much the competition of products as the competition of talents. Small and medium-sized enterprises, especially small and medium-sized real estate enterprises, were restricted by many factors, such as their own cultural level, management concept, strategic vision and capital, etc. There is no long-term planning and planning for the development of enterprises, and naturally it is not a good talent training mechanism. In addition, marketing personnel in small and medium-sized real estate companies have a lower level of education among all their employees. Therefore, small and medium-sized real estate enterprises not only do not have a complete and scientific incentive system for marketers, but also generally stay at the superficial cognitive stage of "incentive is bonus", which results in frequent turnover of front-line marketers. The renewal cycle is getting shorter and shorter, resulting in the phenomenon of "four noes", which are not strong sense of ownership, low level of enterprise awareness, unfamiliar business, and inadequate service. In view of the problems existing in the incentive mechanism of marketers in small and medium-sized real estate companies in China, the renewal cycle is becoming shorter and shorter. On the basis of the previous studies, this paper, based on the theory of human resource, incentive theory and modern management theory, has made a long-term exploration and summary, and combined with the actual situation of M real estate company, based on the theory of human resources, incentive theory and modern management theory. Through the comprehensive use of literature method, illustration method, chart method and so on, this paper studies the incentive problem of marketers in middle and small real estate enterprises from different angles, and puts forward the incentive theory. The purpose of this paper is to combine the psychological expectation of the marketers of small and medium-sized real estate enterprises with the incentive mechanism of the enterprises, and to provide certain theoretical basis for ensuring the consistency between the personal behavior of the marketers and the organizational goals of the small and medium-sized real estate enterprises. Through on-the-spot visit and questionnaire survey, this paper analyzes the current situation and problems of marketing personnel incentive mechanism in M real estate company in detail. It is found that there are four main problems in the incentive mechanism of marketing personnel in M real estate company: first, the salary system is not scientific and reasonable, and the salary structure is too single; the second is the lack of effective job incentive, the third is the lack of effective spiritual incentive; Fourth, the existing incentive mechanism is unfair. In view of these problems, this paper, on the basis of understanding the purpose and principle of the optimization design of incentive mechanism, puts forward the general idea of optimization design of incentive mechanism for marketing personnel of M real estate company. It is mainly from five aspects to carry on the optimization design, namely the salary incentive, the performance appraisal mechanism, the career incentive, the training incentive, Finally, this paper expounds the implementation of incentive mechanism for marketing personnel in M real estate company, mainly including four aspects: first, to establish the performance management system for senior managers of marketing personnel, The second is to lead and participate actively, the third is to set up the viewpoint of common prosperity and common sharing, and the fourth is to hire the outside brain to make the incentive mechanism more professional and scientific. Incentive mechanism is a double-edged sword, it can promote the development of the company if it is used well, but it will hinder the development and growth of the company if it is not used well. Therefore, how to design the incentive mechanism of the company is a great knowledge, and it is worthy of every company to think deeply.
【學(xué)位授予單位】：湘潭大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4;F272.92

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