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

  更多相關(guān)文章： 銷售人員 績效考核 平衡計分卡 關(guān)鍵績效指標

【摘要】：隨著科技的進步,經(jīng)濟全球化與競爭的強化,企業(yè)對員工工作的主動性與創(chuàng)造性的依賴越來越重。企業(yè)想要在這個以知識經(jīng)濟為主體的時代不被競爭對手打敗,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的管理思想和管理理念。因為企業(yè)間的競爭最終將體現(xiàn)在人力資源的競爭上,所以,企業(yè)將采取怎樣的績效考核方式,以最大程度來調(diào)動員工的積極性,實現(xiàn)其戰(zhàn)略目標,成為了企業(yè)管理中的戰(zhàn)略性問題。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)稱號的塑膠模具制造企業(yè)。主營業(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開拓階段,所以目前作為副業(yè)經(jīng)營,公司戰(zhàn)略是利用現(xiàn)有的模具制造資源來帶動創(chuàng)客業(yè)務(wù)的發(fā)展,五年內(nèi)實現(xiàn)規(guī)�；�。但在QF公司,目前存在人才流失率高,工作效率低下等問題。特別是銷售部高學(xué)歷人才的流失頻繁,既影響了企業(yè)員工隊伍的士氣和凝聚力,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,說明企業(yè)的人力資源管理機制出現(xiàn)了問題。這也是制約著QF公司進一步發(fā)展的核心問題。而導(dǎo)致這些問題產(chǎn)生的主要原因要么是激勵做得不夠,要么是業(yè)務(wù)指標設(shè)置不合理,也就是企業(yè)的績效考核體系出現(xiàn)了問題。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)來抓,以給員工營造一個良好的工作氛圍,激發(fā)員工的工作熱情和工作積極性,更好地為實現(xiàn)企業(yè)戰(zhàn)略目標服務(wù)。所以,對QF公司績效考核體系的優(yōu)化設(shè)計將首先從銷售部門開始。為了優(yōu)化QF公司銷售部員工的績效考核體系,本文是在研讀了國內(nèi)外績效考核相關(guān)理論的基礎(chǔ)上,通過對QF公司當前運行的銷售人員績效考核體系現(xiàn)狀進行分析,指出其中的不足,同時對銷售人員發(fā)放調(diào)查問卷,通過問卷調(diào)查的結(jié)果,分析存在這些問題的原因,由此給出對策,并構(gòu)建出一套在現(xiàn)有績效考核體系基礎(chǔ)上更加優(yōu)化的設(shè)計方案。基本步驟為:首先,針對QF公司銷售部員工績效考核開展現(xiàn)狀及基于QF公司實際的發(fā)展狀況,采用了建立以關(guān)鍵績效指標為核心的績效考核體系;其次,通過對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QF公司的戰(zhàn)略目標進行分解,從“財務(wù)、客戶、內(nèi)部流程、學(xué)習(xí)與成長”四個維度對銷售人員的考核指標進行確定,并確定了指標的權(quán)重,優(yōu)化了現(xiàn)行的績效考核體系。最后,對優(yōu)化后的績效考核體系提出了相應(yīng)的實施建議及保障措施,期望對QF公司的經(jīng)營發(fā)展有所幫助。同時,本文研究的對象QF公司在模具行業(yè)具有一定代表性,因而設(shè)計的方案可以為相關(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)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F426.7

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本文編號：1399895