本文關(guān)鍵詞：QF公司銷(xiāo)售部員工績(jī)效考核體系優(yōu)化研究　出處：《深圳大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

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【摘要】：隨著科技的進(jìn)步,經(jīng)濟(jì)全球化與競(jìng)爭(zhēng)的強(qiáng)化,企業(yè)對(duì)員工工作的主動(dòng)性與創(chuàng)造性的依賴越來(lái)越重。企業(yè)想要在這個(gè)以知識(shí)經(jīng)濟(jì)為主體的時(shí)代不被競(jìng)爭(zhēng)對(duì)手打敗,亦或想成為行業(yè)的領(lǐng)軍者、創(chuàng)業(yè)先鋒,那么就需要掌握一些先進(jìn)的管理思想和管理理念。因?yàn)槠髽I(yè)間的競(jìng)爭(zhēng)最終將體現(xiàn)在人力資源的競(jìng)爭(zhēng)上,所以,企業(yè)將采取怎樣的績(jī)效考核方式,以最大程度來(lái)調(diào)動(dòng)員工的積極性,實(shí)現(xiàn)其戰(zhàn)略目標(biāo),成為了企業(yè)管理中的戰(zhàn)略性問(wèn)題。本文所研究的QF公司已成立30年,是一家于2010年獲得高新技術(shù)企業(yè)稱(chēng)號(hào)的塑膠模具制造企業(yè)。主營(yíng)業(yè)務(wù)是制造塑膠模具和生產(chǎn)塑膠制品;另外,公司于2015年成立了創(chuàng)客空間,意欲從制造型向創(chuàng)造型轉(zhuǎn)化,因這部分還處在市場(chǎng)開(kāi)拓階段,所以目前作為副業(yè)經(jīng)營(yíng),公司戰(zhàn)略是利用現(xiàn)有的模具制造資源來(lái)帶動(dòng)創(chuàng)客業(yè)務(wù)的發(fā)展,五年內(nèi)實(shí)現(xiàn)規(guī)�；�。但在QF公司,目前存在人才流失率高,工作效率低下等問(wèn)題。特別是銷(xiāo)售部高學(xué)歷人才的流失頻繁,既影響了企業(yè)員工隊(duì)伍的士氣和凝聚力,又間接影響了企業(yè)的業(yè)務(wù)拓展、服務(wù)水平。另一方面,企業(yè)流不住人才、工作效率低,說(shuō)明企業(yè)的人力資源管理機(jī)制出現(xiàn)了問(wèn)題。這也是制約著QF公司進(jìn)一步發(fā)展的核心問(wèn)題。而導(dǎo)致這些問(wèn)題產(chǎn)生的主要原因要么是激勵(lì)做得不夠,要么是業(yè)務(wù)指標(biāo)設(shè)置不合理,也就是企業(yè)的績(jī)效考核體系出現(xiàn)了問(wèn)題。為了留住人才為企業(yè)所用,公司在新一期的五年規(guī)劃中,明確將人力資源管理作為重要任務(wù)來(lái)抓,以給員工營(yíng)造一個(gè)良好的工作氛圍,激發(fā)員工的工作熱情和工作積極性,更好地為實(shí)現(xiàn)企業(yè)戰(zhàn)略目標(biāo)服務(wù)。所以,對(duì)QF公司績(jī)效考核體系的優(yōu)化設(shè)計(jì)將首先從銷(xiāo)售部門(mén)開(kāi)始。為了優(yōu)化QF公司銷(xiāo)售部員工的績(jī)效考核體系,本文是在研讀了國(guó)內(nèi)外績(jī)效考核相關(guān)理論的基礎(chǔ)上,通過(guò)對(duì)QF公司當(dāng)前運(yùn)行的銷(xiāo)售人員績(jī)效考核體系現(xiàn)狀進(jìn)行分析,指出其中的不足,同時(shí)對(duì)銷(xiāo)售人員發(fā)放調(diào)查問(wèn)卷,通過(guò)問(wèn)卷調(diào)查的結(jié)果,分析存在這些問(wèn)題的原因,由此給出對(duì)策,并構(gòu)建出一套在現(xiàn)有績(jī)效考核體系基礎(chǔ)上更加優(yōu)化的設(shè)計(jì)方案�；静襟E為:首先,針對(duì)QF公司銷(xiāo)售部員工績(jī)效考核開(kāi)展現(xiàn)狀及基于QF公司實(shí)際的發(fā)展?fàn)顩r,采用了建立以關(guān)鍵績(jī)效指標(biāo)為核心的績(jī)效考核體系;其次,通過(guò)對(duì)QF公司的戰(zhàn)略環(huán)境分析,借鑒平衡記分卡的指導(dǎo)思想,對(duì)QF公司的戰(zhàn)略目標(biāo)進(jìn)行分解,從“財(cái)務(wù)、客戶、內(nèi)部流程、學(xué)習(xí)與成長(zhǎng)”四個(gè)維度對(duì)銷(xiāo)售人員的考核指標(biāo)進(jìn)行確定,并確定了指標(biāo)的權(quán)重,優(yōu)化了現(xiàn)行的績(jī)效考核體系。最后,對(duì)優(yōu)化后的績(jī)效考核體系提出了相應(yīng)的實(shí)施建議及保障措施,期望對(duì)QF公司的經(jīng)營(yíng)發(fā)展有所幫助。同時(shí),本文研究的對(duì)象QF公司在模具行業(yè)具有一定代表性,因而設(shè)計(jì)的方案可以為相關(guān)企業(yè)提供參考和借鑒。
[Abstract]:With the progress of science and technology, strengthen the economic globalization and competition, and rely on the initiative and creativity of enterprise staff more. Enterprises want to in the knowledge economy era as the main body of the defeated rival, or want to become the industry leader, entrepreneurial pioneer, so you need to have some advanced the management idea and management concept. Because of the competition between enterprises will eventually be reflected in the competition of human resources, so that enterprises will adopt what kind of performance appraisal methods, to the greatest extent to mobilize the enthusiasm of the staff, to achieve its strategic objectives, has become a strategic problem in enterprise management. The company has QF set up 30 years, is a high-tech enterprise in 2010 to obtain the title of the plastic mold manufacturing enterprises. The main business is the production of plastic mold manufacturing and plastic products; in addition, the company was founded in 2015 hit off Space, to the transformation from manufacturing to create, because this part is in the stage of market development, so at present as a sideline business, the company's strategy is to promote the development of manufacturing resources creating business with existing mold, realize the scale of five years. But in QF, at the high turnover rate in the talent problem the work efficiency is low. Especially the Sales Department of a high degree of talent loss frequently, not only affects the staff morale and cohesion, but also indirectly affect the business development, service level. On the other hand, the enterprise streaming live talent, low working efficiency, enterprise human resources management mechanism problems this is the core problem. Restricting the further development of QF company. Due to either the main reasons for these problems are the incentive is not doing enough, or business indicators set unreasonable, also is the enterprise performance appraisal The system is a problem. In order to retain talents for enterprises, the company in five years planning a new period, clear human resources management as an important task, to create a good working atmosphere, inspire staff enthusiasm and work, better services for the enterprises to achieve strategic objectives so, the optimization design of the performance appraisal system of QF company will start from the sales department. In order to optimize the Sales Department of QF company employee performance appraisal system, this paper is based on the study of the performance evaluation of domestic and international relevant theory, through analyzing the present situation of the performance appraisal system of the operation of QF company's sales staff analysis, points out the at the same time lack of questionnaires on the sales staff, through the questionnaire survey results, analysis of the reasons for these problems, then gives the countermeasure, and build a set of the existing performance appraisal Design of system on the basis of a more optimized. The basic steps are: firstly, according to the Sales Department of QF company employee performance appraisal development based on the actual situation of QF company, is used to establish key performance indicators as the core of the performance appraisal system; secondly, through the analysis of the strategic environment of QF company, using the Balanced Scorecard the guiding ideology, to decompose the strategic goal of QF company, from the financial, customer, internal process, to determine the four dimensions of learning and growth indicators of the sales staff, and to determine the weights of the index, optimize the current performance appraisal system. Finally, the implementation of the recommendations and measures proposed to after the optimization of the performance appraisal system, expect to help the business development of QF company. At the same time, this paper studies the QF company representative in the mold industry, thus can be designed Provide reference and reference for the related enterprises.

【學(xué)位授予單位】：深圳大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F272.92;F426.7

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