L公司所处的物料搬运设备行业竞争相当激烈,作为企业生命线的销售大区

承担着公司产品销售和售后服务的职责。销售大区能否在公司战略目标指引下完

成组织的绩效目标,绩效管理体系是否完善有效尤为重要。

本文通过对L公司销售大区绩效管理体系的分析,提出调整和优化的建议。

在充分保障内部公平性的前提下,调动员工工作积极性,继而通过提高组织中每

位员工的绩效来实现组织目标。

本论文共分为五个部分:

首先在前言部分简要介绍本论文的研究目的、研究意义、背景等;

其次以绩效管理的基本理论为基础,简述了绩效管理的过程。对目标管理法、

平衡计分卡、关键绩效指标以及360度绩效评估法等主要绩效管理体系进行了理

论总结。

接下来介绍L公司销售大区各岗位绩效管理现状,并着重从销售代表和售

后服务工程师两个一线岗位入手,分析现有的绩效体系优劣所在,并针对存在的

问题进行原因分析;

在原因分析结果基础上,引用绩效管理的有关理论,对L公司销售大区绩

效管理体系中的问题提出针对性建议,即绩效目标的制定、执行、评估、反馈、

结果应用等环节进行设计、完善与研究;

最后对论文进行概括和总结。

关键词:销售大区;绩效管理;KPI

Abstract

Company L is in material Handling equipment industry and the competency in

this industry is fierce. As the lifeline of the company, sales region takes charge of

sales and after sales. Whether the sales region can achieve its target under the

guidance of company strategic goals is closely linked with whether the performance

management system is effective.

Through analyses on problems in the existing system, this paper provides some

proposal to adjust and optimize the performance management system in company L,

with the eventual goals of stimulating employees proactiveness and then achieving

organization target through improving individual performance under the premise of

guaranteed internal fairness.

This paper is organized into five sections:

Firstly, the preface gives a brief introduction on the purpose, significance and

background, etc.,of conducting research of this paper.

Secondly the process of performance appraisal is outlined based on the

fundamental theories of performance management. A theoretic conclusion is provided

on major performance management systems such as target management, balanced

scorecard, key performance indicators, and 360 degree performance appraisal.

Thirdly the current status of performance management for positions within sales

region of Company L is presented. By focusing on sales representative and after-sales

service engineer. The paper analyzes the advantages and weaknesses of current

performance management system, and digs into the root-causes of existing problems.

Following are suggestions, with reference to performance management theories,

to attack problems within the performance management system used by sales region

of Company L. These suggestions include re-design, improvement, and further studies

on appraisal target set-up, execution, evaluation, feedback, and the use of appraisal

results.

The last section is summary and conclusion.

Key Words: Sales Region, Performance Management,KPI