M房地产公司营销人员激励机制研究

发布时间：2018-03-09 21:39

本文选题：中小房地产企业　切入点：营销人员　出处：《湘潭大学》2014年硕士论文　论文类型：学位论文

【摘要】：21世纪与其说是产品的竞争还不如说是人才的竞争。中小企业，特别是中小房地产企业，由于企业主自身文化水平、管理理念、战略眼光及资本等多方面因素的制约，对企业发展没有长远的统筹和计划，自然形不成良好的人才培养机制。另外，中小房地产公司中的营销人员在所有员工中的文化层次又更显偏低，所以中小房地产企业对营销人员不仅没有完整科学的激励制度，而且劳资双方普遍停留在“激励就是发奖金”这种粗浅的认知阶段。致使一线营销人员流动频繁、更新周期越来越短，，从而造成他们主人翁意识不强、企业认知度不高、业务不熟悉、服务不到位的“四不”现象。鉴于我国中小房地产公司营销人员激励机制存在的问题、现状和特点，本文在前人研究的基础上，经过长期的探索和总结，并结合M房地产公司的实际状况，以人力资源理论，激励理论和现代管理理论为理论依据，通过综合运用文献法、例证法、图表法等，从不同角度研究中小房地产企业营销人员的激励问题，提出激励理论，目的在于让中小房地产企业营销人员的心理期待与企业的激励机制紧密结合起来，为确保中小房地产企业营销人员个人行为与企业组织目标的一致性提供一定的理论依据。通过现场走访和问卷调查等方式，本文对M房地产公司营销人员激励机制的现状和问题进行了详细分析，发现M房地产公司营销人员激励机制主要存在四大问题：一是薪酬制度不够科学合理，薪酬结构过于单一；二是缺乏有效的工作激励；三是缺乏有效的精神激励；四是现有激励机制有失公平等。针对这些问题，本文在理解激励机制优化设计的目的和原则的基础上，针对性地提出了M房地产公司营销人员激励机制优化设计的总体思路，主要是从五个大的方面来进行优化设计，分别是薪酬激励、绩效考核机制、职业生涯激励、培训激励、企业文化激励。本文最后对M房地产公司营销人员激励机制的实施保障进行了阐述，主要包括四个方面：一是建立对营销人员中高层管理者的绩效管理制度，二是企业经营者亲自领导并积极参与，三是树立共同富裕、共同分享的观点，四是聘请外脑、让激励机制的制定更专业更科学。激励机制是一把双刃剑，用得好就能够促进公司蓬勃发展，用得不好反倒会阻碍公司发展壮大。因此，如何设计公司的激励机制是一门大学问，值得每个公司深入思考。
[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.
【学位授予单位】：湘潭大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.233.4;F272.92

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