N家纺企业销售岗位绩效指标设计研究

发布时间：2018-03-28 16:58

本文选题：家纺企业　切入点：销售岗位　出处：《南京理工大学》2013年硕士论文

【摘要】：面对竞争激烈且快速变化的经营环境,人力资源管理在企业战略目标实现的过程中发挥着愈来愈重要的作用。而绩效管理作为人力资源体系的核心模块,更是成为激励、甄别和发展核心人才的关键所在。但是,往往因缺乏管理工具和管理经验,使得企业在实施绩效管理的过程,出现了种种问题而影响了绩效管理的推进效果。本文以N家纺企业为研究对象,深入分析了该企业销售部门主要职能、销售岗位主要工作职责以及销售岗位绩效考核指标的运用现状。接着,从遵循绩效指标设计原则的角度,提出了销售岗位绩效考核指标设计中存在的问题,并从现行绩效指标体系中存在的障碍和可克服性两个方面来提出改进建议。随之,以解决存在问题为导向,理清了N家纺企业销售岗位绩效指标的设计思路。首先,基于平衡计分卡(BSC)的方法,对N家纺企业的愿景、战略目标进行了厘清,并据此绘制战略地图以获得公司级关键绩效指标。其次,根据战略目标和公司级指标,分解出与部门使命紧密相联的部门级关键绩效指标。再次,对部门级指标进行分解和细化后获得销售岗位KPI指标。并且,结合销售岗位工作特征,借用胜任力模型设计出绩效指标,即采用结果型、品质型与行为型指标相结合的方式,对销售人员的绩效进行全面、科学的评估。最后,针对新设计指标的具体内容进行改进方案的列举和解析。
[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.

【学位授予单位】：南京理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.81

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