Q公司销售部门绩效管理方案研究
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摘要
现如今,绩效管理被公认为是人力资源管理中最为重要的一个板块。它是一个庞大的系统工程,如何改进其方法,提升其实施效果也自然成为企业重点关注。而绩效考核指标难于量化,尤其是对于行为的控制方面,由于其可控性差,导致组织对于员工行为的考核成为了绩效管理中的短板。而在企业组织内部,行为可控性最低的部门无疑就是销售部门,对于其内部成员的绩效管理的实施是每一个生产销售型企业所必需要认真考虑的问题。本文就以上述原因作为研究目的,以特定个案公司的销售部门作为背景,结合绩效管理的相关理论,对绩效三维性以及评价主体的二元结构进行论述,通过文献研究和实证研究,定量分析和定性分析相结合的方式,运用归纳,演绎等方法继承性的建立以人员行为可控性,产出可衡量性为向度的二维坐标系,以此反应出工作类型和绩效指标的对应关系。从而,结合个案公司销售部门绩效管理中出现的问题进行有效的绩效考核制度的制定,进而优化该部门乃至整个组织的绩效管理体系。本文共分为五个部分。第一部分是绪论;第二部分是绩效管理理论概述;第三部分是Q公司销售部门绩效管理问题分析;第四部分是Q公司销售部门绩效管理方法研究;第五部分是Q公司销售部门绩效管理方案设计,实施结果及展望。
With the informationization of global economy and the constant development of networking and knowledge-based process , the Government management functions and enterprise governance mechanisms have fundamentally changed,how the enterprise can operate more active and efficient constantly has been a problem that we must face and solve. With the more and wider attention on human resources management,the Performance Management of company naturally becomes the top priority of the enterprise operation and management. In-depth study of China's Enterprise Performance Evaluation,and trying best to build up China's scientific , standardized enterprise performance management system quickly,have strong Practical significance. It can reflect the operating efficiency and performance of the operator Fairly,objectively,reasonably and accurately in a certain period of the enterprise,mobilize the staff enthusiasm,initiative and reduce the loss of key employees; It also can provide practical basis and a clear direction for the enterprise functions such as enterprise recruitment,training,pay design,career planning,and promote the reform and development of the state-owned enterprises.
If we compare the enterprises operating in market economy as a train,then the speed depends on the marketing staff because they undertake very important task in the conversion process from products to currency. The sales department is such a carrier,the vanguard in a company that has the most direct access to the profits,the most crucial one in the enterprise organizations. So in order to increase the enthusiasm and Initiative of salesman,standardize and guide the work of sales and increase the work performance of the sales staff maximally,the effective performance management of the sales staff will inevitably become a topic of concern. Enterprise performance management is a difficult work,especially the assessment work for staff of marketing and management has always be a difficulty work,because their work is more complex and creative compared with production workers and operators,has low controllability in acts and assessment indicators is also difficult to quantify. All this has resulted in the difficult implementation of assessment in a certain degree. However,the demand of a scientific,rational and fair assessment,an appropriate recognition and corresponding encouragement is very urgent for both executives and sales staff in a company.
The traditional business performance management in general business activities only attached importance to the outcome or results,but neglected their operation and development trends of the business activities.They took care a result of acts,or strict process control,in which the corresponding indicators are difficult to quantify. As for the sales staff are only concerned with the general assessment of its results,through the performance,the number of List to measure the works of their staff. For their works of monitoring and evaluation process is rarely involved. Even if that is also a mere formality,.Making sales staff can easily deviate from organizational goals,achieved at once,or even the loss of passion,and ultimately affect performance. can not achieve the overall goal of organizations.
in the context of a particular company,this paper elaborates the importance of performance management and sales departments,introduces the concept,meaning,standard processes,management by objectives,key performance indicators,Balanced Score cards and so on. Then analyzes and concludes in depth the characteristics of sales department staff,the distinction to traditional sales staff,the problems of performance management. on this basis,and in light of their actual work experience,and discusses clearly the the 3-Ds of business performance,the two main characteristics of performance management evaluation,the internal the three controlling models in the organization,and extracts the following two concepts:controllability of the staff ,the measurable staff outputs. And in the orientation of these two control Criterions,establishs two-dimensional system of the performance management,To reflect the relationship between the types of work and examination methods,performance indicators. According to different jobs and characteristics of work responsibilities in sales departments to match above coordinates,to position accurately in the coordinate system for the staff who have different jobs and different nature of the work. Then based on previous related theories and methods of performance management,the author develops different performance plans , clear their own performance indicators , elaborates implementation process and method of operation for every aspect,and clear appraisal forms and processes. Ultimately,considers the implementation of performance appraisal of sales department as the result. During this process,the author focuses on the integration of qualitative analysis and quantitative analysis. the integration of empirical research and literature research,the integration of induction and interpretation,and always considers the company's sales department as a background,to achieve the combination between theories and the practice,to establish a scientific,rational and practical performance management programme. And provides information and help for the achievement of enterprise strategic objectives,the effectiveness of the performance management,the objective and real presentation of the staff performance,the greatest power to be palyed of the marketing team.
With the informationization of global economy and the constant development of networking and knowledge-based process , the Government management functions and enterprise governance mechanisms have fundamentally changed,how the enterprise can operate more active and efficient constantly has been a problem that we must face and solve. With the more and wider attention on human resources management,the Performance Management of company naturally becomes the top priority of the enterprise operation and management. In-depth study of China's Enterprise Performance Evaluation,and trying best to build up China's scientific , standardized enterprise performance management system quickly,have strong Practical significance. It can reflect the operating efficiency and performance of the operator Fairly,objectively,reasonably and accurately in a certain period of the enterprise,mobilize the staff enthusiasm,initiative and reduce the loss of key employees; It also can provide practical basis and a clear direction for the enterprise functions such as enterprise recruitment,training,pay design,career planning,and promote the reform and development of the state-owned enterprises.
If we compare the enterprises operating in market economy as a train,then the speed depends on the marketing staff because they undertake very important task in the conversion process from products to currency. The sales department is such a carrier,the vanguard in a company that has the most direct access to the profits,the most crucial one in the enterprise organizations. So in order to increase the enthusiasm and Initiative of salesman,standardize and guide the work of sales and increase the work performance of the sales staff maximally,the effective performance management of the sales staff will inevitably become a topic of concern. Enterprise performance management is a difficult work,especially the assessment work for staff of marketing and management has always be a difficulty work,because their work is more complex and creative compared with production workers and operators,has low controllability in acts and assessment indicators is also difficult to quantify. All this has resulted in the difficult implementation of assessment in a certain degree. However,the demand of a scientific,rational and fair assessment,an appropriate recognition and corresponding encouragement is very urgent for both executives and sales staff in a company.
The traditional business performance management in general business activities only attached importance to the outcome or results,but neglected their operation and development trends of the business activities.They took care a result of acts,or strict process control,in which the corresponding indicators are difficult to quantify. As for the sales staff are only concerned with the general assessment of its results,through the performance,the number of List to measure the works of their staff. For their works of monitoring and evaluation process is rarely involved. Even if that is also a mere formality,.Making sales staff can easily deviate from organizational goals,achieved at once,or even the loss of passion,and ultimately affect performance. can not achieve the overall goal of organizations.
in the context of a particular company,this paper elaborates the importance of performance management and sales departments,introduces the concept,meaning,standard processes,management by objectives,key performance indicators,Balanced Score cards and so on. Then analyzes and concludes in depth the characteristics of sales department staff,the distinction to traditional sales staff,the problems of performance management. on this basis,and in light of their actual work experience,and discusses clearly the the 3-Ds of business performance,the two main characteristics of performance management evaluation,the internal the three controlling models in the organization,and extracts the following two concepts:controllability of the staff ,the measurable staff outputs. And in the orientation of these two control Criterions,establishs two-dimensional system of the performance management,To reflect the relationship between the types of work and examination methods,performance indicators. According to different jobs and characteristics of work responsibilities in sales departments to match above coordinates,to position accurately in the coordinate system for the staff who have different jobs and different nature of the work. Then based on previous related theories and methods of performance management,the author develops different performance plans , clear their own performance indicators , elaborates implementation process and method of operation for every aspect,and clear appraisal forms and processes. Ultimately,considers the implementation of performance appraisal of sales department as the result. During this process,the author focuses on the integration of qualitative analysis and quantitative analysis. the integration of empirical research and literature research,the integration of induction and interpretation,and always considers the company's sales department as a background,to achieve the combination between theories and the practice,to establish a scientific,rational and practical performance management programme. And provides information and help for the achievement of enterprise strategic objectives,the effectiveness of the performance management,the objective and real presentation of the staff performance,the greatest power to be palyed of the marketing team.
引文
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[3] 管理研究方法, 许正良, 吉林大学出版社, 2004.4
[4] 人力资源管理模板与操作流程, 赵光忠 , 中国经济出版社,2004.4
[5] 人力资源记分卡, 杰克 J 飞利普斯,人民邮电出版社,2006.7
[6] 企业绩效评价指标体系与方法研究,长沙理工大学硕士学位论文
[7] 企业战略绩效评价体系的研究的回顾与思考,冯明等,重庆商学院学报, 1998
[8] 我国企业绩效评估的难点及对策,尤建新等,同济大学财贸研究, 2006.1
[9] 组织行为学, 罗宾逊, 中国人民大学出版社, 第十版
[10] 关于金融机构的界定及其产出衡量的几点思考, 中国期刊全文数据库
[11] 企业内部控制系统可控性原理应用初探, 中国期刊全文数据库
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[13] 卢荻,郑敏盛.中国工业企业财务业绩恶化趋势现实与理论解释.经济研究,2000,第 7 期:39～44
[14] 马建臣.资源性企业管理方法研究.北京:人民出版社,2003
[15] 刘亚莉.自然垄断企业的综合绩效评价体系.管理学会评论,2003,第12 期:31～36
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[18] 朱顺泉.基于突变级数法的上市公司绩效综合评价研究.系统工程理论与实践,2002,第 2 期:90～94
[19] 屠庆忠,杜晓力.绩效管理体系的构建及应用「J〕.经营管理,20062)
[20] 刘军琦.利用 TOPSIS 法评价企业财务绩效原理与实证分析.四川大学学报(哲社版),2001,第 3 期:42～47
[21] 杜纲,郭均鹏.企业集团内部绩效评价的综合分析模型.天津大学学报(社科版),1999,第 6 期:114～117
[22] 赵国杰,姜福洋.CIMS 绩效评价指标体系与方法研究.管理工程学报,2001,第 3 期:20～24
[23] 林泽炎.3P 模式—中国企业人力资源管理操作方案.北京:中信出版社,2001
[24] 武欣.绩效管理实务手册.北京:石油工业出版社,2001
[25] 郑晓明,吴志明.工作分析实务手册.北京:机械工业出版社,2002
[26] 张一弛.人力资源管理教程.北京:北京大学出版社,1999
[27] 秦伟,林泽炎.现代人力资源管理.北京:北京人事出版社,1999
[28] 李剑.人力资源管理实务手册.北京:中国言实出版社,2000
[29] 涂台良.现代人力资源管理手册.北京:清华大学出版社,2000
[30] 安鸿章.工作岗位的分析技术与应用.南开:南开大学出版社,2001
[31] 李啸尘.新人力资源管理.北京:石油工业出版社,2000
[32] 韩伯棠.尚赞娣.人力资源绩效评估方法的比较与选择[J〕.科技管理研究,2002.06
[33] 陈国嘉.如何绩效考核.北京:三联书店,1997
[34] 萧鸣政.现代人事考评技术及其应用.北京:中国人民大学出版社,1997
[35] 汪家常.绩效管理.上海:文汇出版社,2001
[36] 陈凌芹.绩效管理.北京:中国纺织出版社,2004
[37] 朱瑜.企业绩效整合.广东:广东经济出版社,2002
[38] 欧潇君,曹建安. 基于战略的企业内部组织单元绩效评价研究.西安:2007年第5期科技管理研究,2007
[39] 奚玉芹,金永红.企业薪酬与绩效管理体系设计.北京:机械工业出版社,2004
[40] 方振邦.战略与战略性绩效管理.北京:经济科学出版社,2005
[41] 王继承.绩效考核操作实务.广东:广东经济出版社,2003
[42] 储企华.现代企业绩效管理.北京:文汇出版社,2002
[43] 饶征,孙波.以 KPI 为核心的绩效管理.北京:中国人民大学出版社,2003
[44] John.M.Ivancevich.Human Resource Management(7th edition).北京:机械工业出版社,1998
[45] 许桂林.绩效考核中的误区及应对策略[J].内蒙古煤炭经济,2003.04
[46] 陈群平.民营企业绩效管理问题与对策「J〕.合作经济与科技,2006.12
[47] 梁建春等.某国有企业营销人员绩效考核指标体系的构建[J」.商场现代化,2006.09
[48] 佚名.企业绩效考核存在的误区及对策〔J」.企业活力,2004.10
[49] 李明峰.企业绩效考核的探索与思考「J〕.企业活力,2004.n
[50] 刘永安.企业人力资源绩效考核存在的问题及解决对策「J].商场现代化,2006.09
[51] Gary Dessler.Human Resource Management(7th edition).北京:清华大学出版社,1997
[52] David.J.Cherrington.The Management of Human Resources.Allyn&Bacon:A Division of Simon&Schuster,Inc.,1991
[53] Antle,R.and A.Smith.An empirical investigation of the relative per
[54] formance evaluation of corporate executives,Journal of Accounting Research,2003,24th item:1～39
[55] Garen.J.E.Executive compensation and principal-agent theory.
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