R移动公司一线营销员工绩效管理体系改进研究
发布时间：2018-10-13 17:13
【摘要】：本文主要以绩效管理的相关理论为指导，站在一线营销人员的角度去审视R移动公司员工绩效管理体系的现状，通过分析，指出了R移动公司在绩效管理过程中存在的问题，，主要包括：管理者与员工未进行有效的绩效沟通；制定绩效指标过于繁多没有重点；绩效指标不够量化；考核标准很难衡量；缺乏有效的绩效辅导；考核周期不够合理；考核过程有失公平；绩效反馈过于形式主义；反馈渠道不够畅通；未实施有效的激励政策等一系列的问题。通过对R移动公司一线营销人员的大量访谈以及结合所学的绩效管理相关理论知识，认为绩效管理是一个循环的体系，因而从绩效计划、绩效考核、绩效反馈三个环节提出相关改进意见，并对R移动公司现存的绩效管理体系进行了优化。主要体现在制定绩效计划之前和员工进行充分对等的沟通，并且共同制定绩效目标进而减少后期执行阻力，采取关键绩效指标、360度等科学考核方法进行公平客观的考核，同时建立畅通的反馈渠道，切实解决员工在完成绩效目标过程中遇到的相关问题，在一个绩效周期完成后认真总结经验，寻找存在的不足加以改进，为下一绩效周期做好铺垫。同时还需建立优秀的绩效管理文化和有效的激励政策来辅助绩效管理的实施，通过改进，让员工积极性得以提升，进而更好地有助于企业战略目标的实现。 本论文是以绩效管理的考核对象角度来进行分析问题的，因而本论文的结论对企业绩效管理的管理者更具参考性，同时对于类似于R移动这种正在转型的企业进行绩效管理改进有借鉴作用。
[Abstract]:Under the guidance of the relevant theories of performance management, this paper examines the current situation of employee performance management system of R Mobile Company from the perspective of front-line marketers, and points out the problems existing in the process of performance management of R Mobile Company through analysis. Mainly include: managers and employees are not effective performance communication; the development of performance indicators too numerous and no focus; performance indicators are not quantified; evaluation standards are difficult to measure; lack of effective performance guidance; evaluation cycle is not reasonable; The appraisal process is unfair; the performance feedback is too formalistic; the feedback channel is not smooth; the effective incentive policy has not been implemented and so on. Through a large number of interviews with front-line marketers of R Mobile Company and combined with the relevant theoretical knowledge of performance management, it is considered that performance management is a circular system, so from the performance planning, performance evaluation, Three links of performance feedback are put forward, and the existing performance management system of R Mobile is optimized. Mainly reflected in the formulation of performance plans and staff before the full and equal communication, and jointly set performance goals to reduce the later implementation resistance, adopt key performance indicators, 360 degrees and other scientific assessment methods for fair and objective assessment, At the same time, establish unblocked feedback channels, effectively solve the staff in the process of performance goals encountered in the process of problems, in a performance cycle after the completion of a serious summary of experience, looking for shortcomings to be improved, for the next performance cycle to do a good job. At the same time, it is necessary to establish excellent performance management culture and effective incentive policy to assist the implementation of performance management. This paper is based on the performance management evaluation object angle to analyze the problem, so the conclusion of this paper is more reference to the managers of enterprise performance management. At the same time, it can be used for reference to improve the performance management of enterprises such as R Mobile.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F626
本文编号：2269353
[Abstract]:Under the guidance of the relevant theories of performance management, this paper examines the current situation of employee performance management system of R Mobile Company from the perspective of front-line marketers, and points out the problems existing in the process of performance management of R Mobile Company through analysis. Mainly include: managers and employees are not effective performance communication; the development of performance indicators too numerous and no focus; performance indicators are not quantified; evaluation standards are difficult to measure; lack of effective performance guidance; evaluation cycle is not reasonable; The appraisal process is unfair; the performance feedback is too formalistic; the feedback channel is not smooth; the effective incentive policy has not been implemented and so on. Through a large number of interviews with front-line marketers of R Mobile Company and combined with the relevant theoretical knowledge of performance management, it is considered that performance management is a circular system, so from the performance planning, performance evaluation, Three links of performance feedback are put forward, and the existing performance management system of R Mobile is optimized. Mainly reflected in the formulation of performance plans and staff before the full and equal communication, and jointly set performance goals to reduce the later implementation resistance, adopt key performance indicators, 360 degrees and other scientific assessment methods for fair and objective assessment, At the same time, establish unblocked feedback channels, effectively solve the staff in the process of performance goals encountered in the process of problems, in a performance cycle after the completion of a serious summary of experience, looking for shortcomings to be improved, for the next performance cycle to do a good job. At the same time, it is necessary to establish excellent performance management culture and effective incentive policy to assist the implementation of performance management. This paper is based on the performance management evaluation object angle to analyze the problem, so the conclusion of this paper is more reference to the managers of enterprise performance management. At the same time, it can be used for reference to improve the performance management of enterprises such as R Mobile.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F626
【参考文献】
相关期刊论文 前1条
1 任大荣;;对绩效管理的一些想法[J];金山企业管理;2008年02期
本文编号：2269353
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