QF公司销售部员工绩效考核体系优化研究

发布时间：2018-01-09 04:04

本文关键词：QF公司销售部员工绩效考核体系优化研究　出处：《深圳大学》2017年硕士论文　论文类型：学位论文

【摘要】：随着科技的进步,经济全球化与竞争的强化,企业对员工工作的主动性与创造性的依赖越来越重。企业想要在这个以知识经济为主体的时代不被竞争对手打败,亦或想成为行业的领军者、创业先锋,那么就需要掌握一些先进的管理思想和管理理念。因为企业间的竞争最终将体现在人力资源的竞争上,所以,企业将采取怎样的绩效考核方式,以最大程度来调动员工的积极性,实现其战略目标,成为了企业管理中的战略性问题。本文所研究的QF公司已成立30年,是一家于2010年获得高新技术企业称号的塑胶模具制造企业。主营业务是制造塑胶模具和生产塑胶制品;另外,公司于2015年成立了创客空间,意欲从制造型向创造型转化,因这部分还处在市场开拓阶段,所以目前作为副业经营,公司战略是利用现有的模具制造资源来带动创客业务的发展,五年内实现规模化。但在QF公司,目前存在人才流失率高,工作效率低下等问题。特别是销售部高学历人才的流失频繁,既影响了企业员工队伍的士气和凝聚力,又间接影响了企业的业务拓展、服务水平。另一方面,企业流不住人才、工作效率低,说明企业的人力资源管理机制出现了问题。这也是制约着QF公司进一步发展的核心问题。而导致这些问题产生的主要原因要么是激励做得不够,要么是业务指标设置不合理,也就是企业的绩效考核体系出现了问题。为了留住人才为企业所用,公司在新一期的五年规划中,明确将人力资源管理作为重要任务来抓,以给员工营造一个良好的工作氛围,激发员工的工作热情和工作积极性,更好地为实现企业战略目标服务。所以,对QF公司绩效考核体系的优化设计将首先从销售部门开始。为了优化QF公司销售部员工的绩效考核体系,本文是在研读了国内外绩效考核相关理论的基础上,通过对QF公司当前运行的销售人员绩效考核体系现状进行分析,指出其中的不足,同时对销售人员发放调查问卷,通过问卷调查的结果,分析存在这些问题的原因,由此给出对策,并构建出一套在现有绩效考核体系基础上更加优化的设计方案。基本步骤为:首先,针对QF公司销售部员工绩效考核开展现状及基于QF公司实际的发展状况,采用了建立以关键绩效指标为核心的绩效考核体系;其次,通过对QF公司的战略环境分析,借鉴平衡记分卡的指导思想,对QF公司的战略目标进行分解,从“财务、客户、内部流程、学习与成长”四个维度对销售人员的考核指标进行确定,并确定了指标的权重,优化了现行的绩效考核体系。最后,对优化后的绩效考核体系提出了相应的实施建议及保障措施,期望对QF公司的经营发展有所帮助。同时,本文研究的对象QF公司在模具行业具有一定代表性,因而设计的方案可以为相关企业提供参考和借鉴。
[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.

【学位授予单位】：深圳大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.7

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