本文以个案研究和实地调查作为基础,结合MBA所学理论知识以及目前医药
流通企业绩效考核制度不完善的普遍现象,针对JN药业集团的员工绩效考核现状,
采用访谈法、调查问卷等方法总结和分析JN药业集团在绩效考核中存在的问题及
成因,探索性地提出了 JN药业集团绩效考核制度改革的思路和内容,并对JN药
业集团的绩效考核体系进行了探索性的设计和改进。希望能够对集团今后的绩效
考核改革提供参考,同时也对其他医药流通企业在人力资源管理中绩效考核方面
有所启发。
首先,本文介绍了绩效考核相关理论部分,为JN药业集团绩效考核的调整和
改进提供了理论基础。而后,以JN药业集团为背景进行研究分析,对该公司的绩
效考核现状进行了调查研究,掌握了第一手的背景资料,同时发现了集团目前在
绩效考核中存在的问题,使下一步的研究具有针对性。然后,以战略目标为指引,
主要以区域经理这个岗位为例,对岗位设计进行重新梳理和分析;并且借鉴平衡
计分卡和KPI考核体系的思想,结合公司实际建立系统的考核指标体系;同时设
计了一套考核的执行程序,通过考核、奖惩制度跟进、考核结果跟踪和考核结果
反馈等,确保考核的严肃性和执行力度,将考核落到实处。最后提出了实施绩效
考核有效M的保障措施,如创新性地提出在集团成立绩效考核委员会、计划部
为实施绩效考核提供组织保障等。
关键词:JN药业集团;绩效考核;改进
ABSTRACT
JN Medicine Group is a company with a long history of enterprises, is the
Shandong Province Medicine trading with the longest history, the largest medicine
management, medicine management types of the most complete one of the medicine
circulation enterprises. In the increasingly fierce market competition environment, the
group faced difficulties and challenges of survival and development. The key to solve
the problem is to strengthen the enterprise human resource management, performance
management system reform.
This paper is based on the case study and field investigation, combined with the
MBA theory and universal phenomenon in the current performance appraisal system of
medicine circulation enterprises is not perfect, for performance evaluation of JN
Medicine Group, adopted the method of interview, questionnaire, summarizing and
analyzing the problems and causes of JN Medicine Group existed in the performance
appraisal, exploration to put forward the reform of the performance appraisal system of
JN Medicine Group&39;s ideas and content, for the design and improvement of exploratory
and JN Medicine group performance appraisal system. I hope it can provide the
reference for the group&39;s future performance evaluation reform, but also for other
Medicine circulation enterprises inspire performance evaluation in human resource
management.
First of all, introduced the performance appraisal theory, provides the theoretical
basis for the design of performance management system for Target Corp. Secondly, JN
Medicine Group as the background to carry on the research analysis, conducted a study
of the current situation of performance appraisal of the company, the background of
first-hand information, also found that the group in the present problems in the
performance appraisal, so that the next step of research targeted. Then, taking, strategy
goal,mainly in this post regional manager, for example, to carding and analysis of job
design; and from the Balanced Scorecard and KPI evaluation system of thought, with
the actual establishment of the system of appraisal index system. According to the
analysis of post,set the evaluation index, and clearly each index assessment standards;
at the same time, a set of assessment program design, through the assessment, rewards
and punishment system to follow up, appraisal result tracking and feedback etc., ensure
that the assessment of the seriousness and enforcement, the examination carried out.
Finally, the implementation of the performance appraisal of security, such as the
establishment of performance appraisal committee, the planning department to provide
organizational guarantee for the implementation of the performance appraisal.
Key words: JN Medicine Group; Performance Evaluation; Improvements
1引言
1.1研究背景
2011年药品流通行业全年销售额8668亿元,同期增长23%左右,其中药品
类销售为6630亿元,增长率为20%左右。其中,全国规模以上药品流通企业主营
业务收入达6017亿元,实现利润总额131亿元,同期增长17.9%,平均净利润率
为1.73%,比上一年下降0.2%,平均毛利润为7.01%,比上一年下降1%。总体来
看,随着行业销售总额的放量,行业利润也在提高,但利润率却出现下降。
未来3年,全球药品市场将维持快速扩张态势,预计到2015年时,其规模
将达1.2万亿美元以上,年均增长率超过8%,全球范围内的药品流通行业的集中
度和流通效率将继续提高,而中国将是市场潜力最大的国家。目前我国中高收入
阶层R益增多,人口老龄化也逐步增速,民众的消费结构将发生重大变化,对于
医疗卫生服务和保健的需求肯定会大幅度增加。
与国际药品流通企业相比较,国内药品流通企业存在三低(市场集中度低、
服务效率低、专业化服务水平低)、两高(传统批发业务份额高、人员流动性高)、
一多(企业数量多)、一小(企业规模小)、两少(专业化技能人才少、人力资源
管理人才少)等特点。在FI益激烈的市场竞争环境下,如何生存和发展是每个医
药流通企业面临的困境和挑战。而解决问题的关键在于企业内部管理改革,加强
企业人力资源管理,提高企业运作效率从而提高企业竞争力。绩效考核是企业经
营管理工作中的一项重要任务,它对于提升企业的竞争力都具有巨大的推动作用。
1.2研究意义
由于历史的原因,目前国内医药流通领域企业大多源自国有或集体所有制单
位。一些规模大的国有医药流通企业通过改制转变为股份制甚至上市公司。从改
革的效果来看,成绩值得肯定,但其管理体系依然没有伤筋动骨,特别是人力资
源管理方面仍旧采用老套路,使得员工的积极性和创造性无法有效调动。
JN药业集团是一家有着悠久历史企业,是山东省药品经营历史最长、药品经
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