海尔集团工贸公司销售人员绩效评价研究
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摘要
卓越运营的全球化领先企业,必须建立在高绩效管理体系和高绩效文化基础之上。高绩效的管理体系将企业战略目标与员工个人发展目标紧密捆绑在一起,海尔集团作为国内家电第一品牌,一直致力于集团绩效管理体系的不断建设与创新。而员工绩效评价在绩效管理中作为绩效改进与聘用、晋升、培训、薪酬等结果应用的依据,起到至关重要的作用。工贸公司销售人员作为海尔在全国各地营销的一线人员,其绩效评价标准与方法都由总部集团制定并是海尔一直以来关注的重点,研究海尔集团工贸公司销售人员的绩效评价是对国内家电行业标杆企业销售人员绩效评价进行剖析、总结、提出建议并为其它企业提供借鉴。
在海尔集团工贸公司销售人员的绩效评价现状中,对客户线、产品线两类销售人员的岗位职责与海尔集团现绩效评价体系进行分析,针对个人发展目标指标体系不完善、评价主体单一、评价标准设置不清与结果应用缺乏针对性四个问题进行改善。首先结合工贸公司销售人员的专业能力素质与海尔集团员工核心能力素质对指标体系中的个人发展目标维度进行重建,并对指标体系中所包含的业务目标、员工管理目标与个人发展目标三大维度分别进行结构分析,最终确立绩效评价指标体系。采用三角模糊层次法进行权重确定并与传统的层次分析法以及因子得分进行对比证明其客观性。其次利用梯形模糊数对业务目标进行隶属度确立,利用关键事件法与360度绩效考核确定个人发展目标与员工管理目标的隶属度,其中根据销售人员的岗位职责分别制定客户线与产品线的关键事件。再根据不同的应用对准则层采用不同的模型进行计算,当评价结果应用于培训计划与薪酬制定时,利用传统的模糊综合评价法进行绩效综合评价,当评价结果应用于岗位调动与晋升时,利用多准则模糊决策矩阵进行绩效综合评价。最后从选择合适的评价主体、确保评价信息的保密性、保持绩效辅导的双向性以及负激励有度四个方面提出绩效评价体系的保障措施,从而使其能够准确而有效的运行。
Enterprises lead in global operation, must be based on high performance management system and high performance of culture. High performance management system closely connect enterprises strategic objectives with employee personal goals. As basis of hiring, promotion, training, salary and other applications, Employee performance appraisal play a crucial effect. As a famous domestic appliance brands, Haier Group's constant innovation is one of the conditions to maintain business excellence. Haier Group has been committed to build group performance management system and search innovation. As the first line salesmen of haier throughout the country, the trade and industry companies salesmen performance standard and appraisal are made by haier group and it always the forcus. Reserch on salesmen performance appraisal of industry and trade companies of haier is analyzing, reviewing, making recommendations and providing a reference for other companies of domestic appliance.
In the status of salesmen performance appraisal of industry and trade companies of haier. Through the ayalysis of job responsibilities of customer line, product line of salesmen and Haier Group performance appraisal, there are four questions, personal development goal indicators system is imperfect, the subject of appraisal is single, the evaluation standard setting is unclear and the apply of results lack of specificity. Firstly, get business objectives, staff management objectives and personal development goals of index system separately classified, refined and structural analyzed. Using triangular fuzzy AHP to make sure the weights of the index. Using trapezoidal fuzzy numbers, critical incident method and the 360-degree performance appraisal to determine the membership of three goals, and depending on the different application, different models are used to calculate. Traditional fuzzy comprehensive evaluation method is used in programs of training and compensation. Multi-criteria fuzzy decision matrix is used in the programs of job mobility and promotion. inally, there are four aspects of the performance appraisal system for security. selecting the appropriate appraisal subjects, ensuring the confidentiality of appraisal information,maintaining two-way performance coaching and limiting the negative incentive, so that it can run accurately and efficiently.
在海尔集团工贸公司销售人员的绩效评价现状中,对客户线、产品线两类销售人员的岗位职责与海尔集团现绩效评价体系进行分析,针对个人发展目标指标体系不完善、评价主体单一、评价标准设置不清与结果应用缺乏针对性四个问题进行改善。首先结合工贸公司销售人员的专业能力素质与海尔集团员工核心能力素质对指标体系中的个人发展目标维度进行重建,并对指标体系中所包含的业务目标、员工管理目标与个人发展目标三大维度分别进行结构分析,最终确立绩效评价指标体系。采用三角模糊层次法进行权重确定并与传统的层次分析法以及因子得分进行对比证明其客观性。其次利用梯形模糊数对业务目标进行隶属度确立,利用关键事件法与360度绩效考核确定个人发展目标与员工管理目标的隶属度,其中根据销售人员的岗位职责分别制定客户线与产品线的关键事件。再根据不同的应用对准则层采用不同的模型进行计算,当评价结果应用于培训计划与薪酬制定时,利用传统的模糊综合评价法进行绩效综合评价,当评价结果应用于岗位调动与晋升时,利用多准则模糊决策矩阵进行绩效综合评价。最后从选择合适的评价主体、确保评价信息的保密性、保持绩效辅导的双向性以及负激励有度四个方面提出绩效评价体系的保障措施,从而使其能够准确而有效的运行。
Enterprises lead in global operation, must be based on high performance management system and high performance of culture. High performance management system closely connect enterprises strategic objectives with employee personal goals. As basis of hiring, promotion, training, salary and other applications, Employee performance appraisal play a crucial effect. As a famous domestic appliance brands, Haier Group's constant innovation is one of the conditions to maintain business excellence. Haier Group has been committed to build group performance management system and search innovation. As the first line salesmen of haier throughout the country, the trade and industry companies salesmen performance standard and appraisal are made by haier group and it always the forcus. Reserch on salesmen performance appraisal of industry and trade companies of haier is analyzing, reviewing, making recommendations and providing a reference for other companies of domestic appliance.
In the status of salesmen performance appraisal of industry and trade companies of haier. Through the ayalysis of job responsibilities of customer line, product line of salesmen and Haier Group performance appraisal, there are four questions, personal development goal indicators system is imperfect, the subject of appraisal is single, the evaluation standard setting is unclear and the apply of results lack of specificity. Firstly, get business objectives, staff management objectives and personal development goals of index system separately classified, refined and structural analyzed. Using triangular fuzzy AHP to make sure the weights of the index. Using trapezoidal fuzzy numbers, critical incident method and the 360-degree performance appraisal to determine the membership of three goals, and depending on the different application, different models are used to calculate. Traditional fuzzy comprehensive evaluation method is used in programs of training and compensation. Multi-criteria fuzzy decision matrix is used in the programs of job mobility and promotion. inally, there are four aspects of the performance appraisal system for security. selecting the appropriate appraisal subjects, ensuring the confidentiality of appraisal information,maintaining two-way performance coaching and limiting the negative incentive, so that it can run accurately and efficiently.
引文
[1]张瑞敏.海尔的品牌之路[J].管理者,2009(10)：66
[2]唐捷.成功企业具有的企业文化特征分析[J].经济管理研究,2009(2)：59
[3]欧阳桃花,周云杰.中国企业产品创新管理模式研究(三)[J].管理世界,2008(2)：139
[4]Borman, Motowidlo. The Intelligent Enterprise[J]. A New Paradigm-Academy of Management Executive,1993(6)
[5]Katz, Kahn. Transaction- cost Economics:the Governance of Contractual Relations[J]. Journal of Law and Economics,1978(22)
[6]Campbell, Leslie Willcoks. Exploring Asp:Theoretical Perspective, Propositions for Practice[J]. Journal of Strategic Information System,1990(11)
[7]王彬.我国销售人员绩效管理体系的探讨[J].商业研究,2006(3)：124
[8]邓正平,刘杰.企业销售人员绩效评价体系设计探讨[J].经济论坛,2006(12)：277
[9]吴刚.知识型员工绩效考核指标体系研究[J].科技管理研究,2009(5)：50
[10]余凯成,成文文,陈雅政.人力资源管理[M].大连理工大学出版社,2008(8)：72
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[13]Robert S.Kaplan, David p.Norton. assessment system of great performance [J]. Harvard Business Review,1992(22)
[14]Weber.C., Current.JR, Benton.WC. Vendor Selection Criteria and Methods[J]. European Journal of Operational Research,1991(50)
[15]强凤娇,王化中.企业销售人员的绩效考核方法及模型[J].人力资源开发,2007(02)：82
[16]黄闽英.模糊聚类在销售人员绩效评价中的应用研究[J].商场现代化,2009(05)：31
[17]吴洋,海晓伟.模糊综合评价法在销售人员绩效考核中的应用[J].内蒙古统计,2008(04)
[18]刘艳丹.销售人员的绩效考核[J].管理观察,2009(13)：79
[19]Michael Armstrong, Angela Baron. Performance Management:the cromwell Press,1992(2)
[20]万顺福.目标管理评析[J].经济管理研究,2008(12)：37
[21]FandrayDayton. The new thinking in performance appraisal[J]. Workforce,2001(80):5
[22]丁声.绩效评估中目标管理法的运用[J].企业科技与发展,2008(11)：17
[23]李海亮.360度绩效考核实施中存在的问题及对策[J].经营管理,2008(2)：25
[24]Atwater.L.waldnan.360 degree feedback and leadership development leadership quarterly[J]. Human resource management,1998(1):423-426
[25]London.M, Beatty.R.360 degree feedback as competitive advantage[J]. Human resource management,1993(2):353-372
[26]王小华.绩效考核的方法及其应用[J].2008(11)：69-70
[27]李芝山.关键事件法在员工绩效管理中的规范应用[J].中国集体经济,2008(08)：65
[28]薛琴.胜任力及相关概念辨析[J].商场现代化,2008(1)：277
[29]黄晶.销售人员胜任力研究成果分析[J].人力资源开发,2010(09)：99
[30]李晶晶.基于胜任力的绩效管理体系[J].企业导报,2009(11)：82
[31]J sandber. Human competence at work:an interpretative approaeh[J]. Aeademy of Management Journal,2000(3)
[32]Krishnan.BC,Netemeyer.RG.Self-effieaey,Competitiveness,andEffort as Anteedents of Salesperson Performanee[M]. B JS-Journal of Personal Selling & Sales Management,2002
[33]陈铖,李晓琳.海尔集团成功战略分析[J].现代商贸工业,2010(17)：152
[34]郭效中.海尔服务营销成功之道[J].合作经济与科技,2009(4)：101
[35]赵琪.海尔：由制造向营销蝶变[J].企业科技与发展,2010(09)：30
[36]张瑞敏.海尔管理面面观[J].企业科技与发展,2010(15)：17
[37]蒋燕,苏慧文.详解海尔的员工激励方式[J].经济与管理,2010(7)：79
[38]刘大海等.SPSS15.0统计分析[M].清华大学出版社,2008(07)：411-423.
[39]吴士芬,张颖.AHP标度改进研究及其IDS评估中的应用[J].微计算机信息,2007(3)：11
[40]Tsung-Yu Chou,Gin-Shih Liang.Application of a fuzzy multi-criteria decision-making model for shipping company performance evaluation [J].Maritime Policy & Management,2001(01):12.
[41]闫皓,贺仲雄.权重分析系统[J].系统工程与电子技术,1992(4)：321
[42]胡宝清.模糊理论基础[M].武汉大学出版社,2004(04)：54
[43]张俊霞.基于模糊综合评价方法的企业员工绩效评估[J].东北农业大学学报,2009(04)：21
[44]郑锦伍.企业中层管理者绩效的模糊综合评价研究[D].华南理工大学,2008
[45]殷筱琴.模糊综合评价法在企业绩效评价中的研究[J].河海大学,2006(2)：23
[46]Dickson G W. Analysis of Vedor Selection System and Decisions [J].Journal of Purchasing,1966, 2(1)
[47]张跃,邹寿平.宿芬.模糊数学方法及其应用[M].北京：煤炭工业出版社,1992
[48]冯宝成.模糊数学实用集粹[M].中国建筑工业出版社,1991(07)：455-470
[49]蔡志强.模糊数学在人力资源管理绩效评价中的应用[J].数学实践与认识,2006(01)：67
[50]Simians.Telluric, Ram.Norseman. Vendor revaluation with performance variability:Amax-approach[J].Production, Manufacturing and Logistics,2003(146)
[51]冯伍.领导选拔中的多准则模糊决策[J].重庆大学学报,1984(9)：73
[2]唐捷.成功企业具有的企业文化特征分析[J].经济管理研究,2009(2)：59
[3]欧阳桃花,周云杰.中国企业产品创新管理模式研究(三)[J].管理世界,2008(2)：139
[4]Borman, Motowidlo. The Intelligent Enterprise[J]. A New Paradigm-Academy of Management Executive,1993(6)
[5]Katz, Kahn. Transaction- cost Economics:the Governance of Contractual Relations[J]. Journal of Law and Economics,1978(22)
[6]Campbell, Leslie Willcoks. Exploring Asp:Theoretical Perspective, Propositions for Practice[J]. Journal of Strategic Information System,1990(11)
[7]王彬.我国销售人员绩效管理体系的探讨[J].商业研究,2006(3)：124
[8]邓正平,刘杰.企业销售人员绩效评价体系设计探讨[J].经济论坛,2006(12)：277
[9]吴刚.知识型员工绩效考核指标体系研究[J].科技管理研究,2009(5)：50
[10]余凯成,成文文,陈雅政.人力资源管理[M].大连理工大学出版社,2008(8)：72
[11]Ronald Coase. The Nature of the Firm[J]. Economical,2001(4)
[12]JPrahalad, C., Hamel, G. The Core competence of the Corporation[J]. Harvard Business Review, 1990, (68)
[13]Robert S.Kaplan, David p.Norton. assessment system of great performance [J]. Harvard Business Review,1992(22)
[14]Weber.C., Current.JR, Benton.WC. Vendor Selection Criteria and Methods[J]. European Journal of Operational Research,1991(50)
[15]强凤娇,王化中.企业销售人员的绩效考核方法及模型[J].人力资源开发,2007(02)：82
[16]黄闽英.模糊聚类在销售人员绩效评价中的应用研究[J].商场现代化,2009(05)：31
[17]吴洋,海晓伟.模糊综合评价法在销售人员绩效考核中的应用[J].内蒙古统计,2008(04)
[18]刘艳丹.销售人员的绩效考核[J].管理观察,2009(13)：79
[19]Michael Armstrong, Angela Baron. Performance Management:the cromwell Press,1992(2)
[20]万顺福.目标管理评析[J].经济管理研究,2008(12)：37
[21]FandrayDayton. The new thinking in performance appraisal[J]. Workforce,2001(80):5
[22]丁声.绩效评估中目标管理法的运用[J].企业科技与发展,2008(11)：17
[23]李海亮.360度绩效考核实施中存在的问题及对策[J].经营管理,2008(2)：25
[24]Atwater.L.waldnan.360 degree feedback and leadership development leadership quarterly[J]. Human resource management,1998(1):423-426
[25]London.M, Beatty.R.360 degree feedback as competitive advantage[J]. Human resource management,1993(2):353-372
[26]王小华.绩效考核的方法及其应用[J].2008(11)：69-70
[27]李芝山.关键事件法在员工绩效管理中的规范应用[J].中国集体经济,2008(08)：65
[28]薛琴.胜任力及相关概念辨析[J].商场现代化,2008(1)：277
[29]黄晶.销售人员胜任力研究成果分析[J].人力资源开发,2010(09)：99
[30]李晶晶.基于胜任力的绩效管理体系[J].企业导报,2009(11)：82
[31]J sandber. Human competence at work:an interpretative approaeh[J]. Aeademy of Management Journal,2000(3)
[32]Krishnan.BC,Netemeyer.RG.Self-effieaey,Competitiveness,andEffort as Anteedents of Salesperson Performanee[M]. B JS-Journal of Personal Selling & Sales Management,2002
[33]陈铖,李晓琳.海尔集团成功战略分析[J].现代商贸工业,2010(17)：152
[34]郭效中.海尔服务营销成功之道[J].合作经济与科技,2009(4)：101
[35]赵琪.海尔：由制造向营销蝶变[J].企业科技与发展,2010(09)：30
[36]张瑞敏.海尔管理面面观[J].企业科技与发展,2010(15)：17
[37]蒋燕,苏慧文.详解海尔的员工激励方式[J].经济与管理,2010(7)：79
[38]刘大海等.SPSS15.0统计分析[M].清华大学出版社,2008(07)：411-423.
[39]吴士芬,张颖.AHP标度改进研究及其IDS评估中的应用[J].微计算机信息,2007(3)：11
[40]Tsung-Yu Chou,Gin-Shih Liang.Application of a fuzzy multi-criteria decision-making model for shipping company performance evaluation [J].Maritime Policy & Management,2001(01):12.
[41]闫皓,贺仲雄.权重分析系统[J].系统工程与电子技术,1992(4)：321
[42]胡宝清.模糊理论基础[M].武汉大学出版社,2004(04)：54
[43]张俊霞.基于模糊综合评价方法的企业员工绩效评估[J].东北农业大学学报,2009(04)：21
[44]郑锦伍.企业中层管理者绩效的模糊综合评价研究[D].华南理工大学,2008
[45]殷筱琴.模糊综合评价法在企业绩效评价中的研究[J].河海大学,2006(2)：23
[46]Dickson G W. Analysis of Vedor Selection System and Decisions [J].Journal of Purchasing,1966, 2(1)
[47]张跃,邹寿平.宿芬.模糊数学方法及其应用[M].北京：煤炭工业出版社,1992
[48]冯宝成.模糊数学实用集粹[M].中国建筑工业出版社,1991(07)：455-470
[49]蔡志强.模糊数学在人力资源管理绩效评价中的应用[J].数学实践与认识,2006(01)：67
[50]Simians.Telluric, Ram.Norseman. Vendor revaluation with performance variability:Amax-approach[J].Production, Manufacturing and Logistics,2003(146)
[51]冯伍.领导选拔中的多准则模糊决策[J].重庆大学学报,1984(9)：73
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