艾默生网络能源兰州分公司销售人员绩效管理优化研究

发布时间：2018-07-04 21:39

本文选题：销售人员 + 绩效管理　；参考：《兰州大学》2017年硕士论文

【摘要】：随着我国信息产业技术突飞猛进的发展,艾默生公司作为提供IT设备动力解决方案的制造企业,在2007年之前经历了飞速的业绩增长。但IT、通信行业的产业链中附加值更多体现在两端,处于中间环节的硬件制造附加值最低,艾默生公司要提高产业附加值,不得不在营销中多下功夫。艾默生网络能源兰州分公司(以下简称:艾默生兰分公司)作为一线销售分支机构,在总公司调整了针对分公司的绩效考核方式之后,直接照搬指标对销售人员进行考核,使销售人员在熟悉了这种简单粗暴的考核方式之后,形成了只为追求自身绩效奖金最大化的投机取巧的工作方式,损害了分公司总体利益的发展。从市场竞争态势和未来发展趋势来看,企业有必要根据销售人员的素质特性与实际情况构建适合于自身运营的绩效管理体系。但近几年的研究和现有的企业案例文献中都缺少实质性的计划制定流程和绩效奖金分配方法研究,常见的保险、房产、汽车销售企业采用的任务平均法、销售比例提成等,科学性和公平性均不够高。对于艾默生兰分公司而言,需要管理一群具备专业知识、高度敬业、具有拼搏和创新能力、争强好胜的销售人员,针对性的研究适用于自身的绩效管理体系优化方案具有重要的实践意义。基于以上研究背景,论文首先针对艾默生兰分公司的销售人员进行绩效管理体系综合意见调查,分析得出造成现阶段管理困境的原因;其次,通过员工工作内容-绩效相关性评分调查并借助SPSS的分析,为绩效考核指标优化设定提供参考依据。在问题原因及解决思路明确的前提下,论文以构建完整的绩效管理循环为目标,具体从绩效计划、绩效辅导、绩效考核和绩效反馈四个方面提出了完整的绩效管理体系优化方案。同时,论文结合艾默生兰分公司的实际情况,在绩效任务下达和绩效奖金分配这两把销售人员管理“利剑”上,提出了切实可行的绩效计划制定流程和绩效奖金二次分配方案。再次,论文分析了艾默生兰分公司实施新绩效管理体系可能碰到的阻力和障碍,并从有效宣贯、制度过渡、员工参与和持续优化四个方面提出了切实可行的实施保障措施。最后,论文的总结和展望,提出了新绩效管理体系需要根据不确定的市场竞争环境和与时俱进的总公司整体考核策略不断改革创新,并梳理了新绩效管理体系现阶段仍要关注应用情况并考虑完善优化的4个方面。论文研究结论可以为其他分公司及其他工业设备制造企业的销售人员绩效管理提供参考。
[Abstract]:With the rapid development of information technology in China, Emerson, as a manufacturing enterprise that provides power solutions for IT equipment, experienced rapid growth before 2007. However, the added value of IT-communication industry chain is more embodied in both ends, and the added value of hardware manufacturing in intermediate link is the lowest. Emerson Company has to work hard in marketing to improve the industry added value. Emerson Network Energy Lanzhou Branch (hereinafter referred to as Emerson Blue Branch), as a first-line sales branch, after the head office adjusted the performance appraisal method for the branch company, it directly copied the index to assess the sales personnel. After familiarizing with this simple and rude appraisal method, the salesperson has formed a opportunistic way of working only to pursue the maximization of his performance bonus, which has harmed the development of the branch company's overall interests. From the market competition situation and the future development trend, it is necessary for enterprises to build a performance management system suitable for their own operation according to the quality characteristics and actual conditions of sales personnel. However, in recent years and in the existing corporate case literature, there is a lack of substantial research on the planning process and performance bonus allocation methods, common insurance, real estate, automobile sales enterprises using the task average method, sales proportion commission, etc. Science and fairness are not high enough. For Emerson Blue Branch, we need to manage a group of sales personnel with professional knowledge, highly dedicated, hard-working and innovative ability, competitive and competitive. It is of great practical significance to study the optimization scheme of performance management system. Based on the above research background, the thesis firstly makes a comprehensive survey of the performance management system for the sales personnel of Emerson Blue Branch, and analyzes the causes of the current management difficulties; secondly, Through the investigation of employee's work content-performance correlation score and the analysis of SPSS, this paper provides a reference for the optimization of performance appraisal index. On the premise of clear problem cause and solution, the paper aims to build a complete performance management cycle, specifically from the performance planning, performance guidance, Four aspects of performance appraisal and performance feedback are proposed to optimize the performance management system. At the same time, combining with the actual situation of Emerson Blue Branch, the paper puts forward the feasible performance plan formulation process and the second allocation scheme of performance bonus in the performance assignment and the performance bonus distribution, which are the two management "sharp swords" of the sales personnel. Thirdly, the paper analyzes the obstacles and obstacles that Emerson Blue Branch may encounter in the implementation of the new performance management system, and puts forward practical measures from four aspects: effective publicity, system transition, employee participation and continuous optimization. Finally, the conclusion and prospect of the paper put forward that the new performance management system should be continuously reformed and innovated according to the uncertain market competition environment and the overall appraisal strategy of the head office that keeps pace with the times. And combed the new performance management system at present still should pay attention to the application situation and consider the four aspects of perfect optimization. The conclusion of this paper can provide reference for the performance management of sales personnel in other branches and other industrial equipment manufacturing enterprises.
【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F416.67

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