长春市烟草公司营销中心绩效考评方案设计 自 20 世纪 80 年代以来，我国一直对烟草行业实行专卖专营制度。因此， 我国的烟草企业是具有垄断地位的国有企业。与竞争性领域的国有企业改革相 比，我国垄断行业的国有企业改革相对滞后，烟草公司也不例外。尽管我国烟 草公司已经引入了现代企业制度，但由于受到计划经济体制路径依赖的影响， 很多管理制度都未能有效实施甚至沦为形式。因此，我国烟草公司在企业管理 和人力资源管理等方面存在着方方面面的问题。同样，长春市烟草公司营销中 心现行的绩效考评方式在卷烟营销市场化取向改革的背景下也存在一些亟待解 决的问题。这些问题的存在制约了绩效考评效果的发挥，同时也制约了长春市 烟草公司卷烟营销市场化改革的顺利开展。因此，必须对现行绩效考评方式加 以改进，并制定新的绩效考评方案。重新制定的绩效考评方案要适应市场化取 向改革后营销中心的发展需要，发挥绩效考评应有的作用。 本文首先简单介绍了长春市烟草公司营销中心，并从营销中心现行绩效考 评方式入手，通过分析绩效考评的现状，发现其在绩效考评计划制定、绩效考 评实施、绩效考评环节以及绩效反馈方面均存在一定的问题，如在制定绩效计 划中考评指标设置并不科学、在绩效考评实施过程中缺乏相关的流程、在绩效 考评环节没有做到客观公正以及绩效反馈机制缺失等。而这些问题产生的原因 既有烟草行业遗留的体制原因，也有绩效考评工作本身的原因。如绩效考评双 方对绩效考评理论缺乏深入理解以及对绩效考评的定位不准确等。通过对问题 和原因的分析，本文对绩效考评方案进行了重新的设计。新的绩效考评方案重 新设定了考评标准，新的考评指标是根据营销中心的不同岗位和工作职能来加 以区分的，能够做到“因岗设评”，这样一来，增加了考评方案的全面性、参与 性和激励性，提高了考评方案的说服力。除此以外，重新设计的绩效考评方案II 还从绩效考评执行管理、绩效考评管理以及绩效反馈与结果应用三个方面来对 营销中心绩效考评方案进行完善。重新设计后的绩效考评方案将大大提高长春 市烟草公司营销中心的工作效率和员工积极性，有利于营销中心未来工作的顺 利开展。最后，为重新设计后的绩效考评方案提供实施保障。包括考评方案实 施的组织保障和制度保障。其中，组织保障中既包括成立绩效考评管理领导小 组，又包括加强绩效考评工作中的人员管理。从组织和制度两个方面对绩效考 评方案进行保障，能够确保绩效考评方案的顺利开展。 重新设计后的营销中心绩效考评方案不仅能够提高营销中心员工的效率和 工作积极性，更重要的是能够促进营销中心整体的工作动力从而达到完成销量 计划、为零售商户提高服务质量的总体目标，更有利于长春市烟草公司营销中 心未来的可持续发展，进一步提高长春市烟草公司的市场竞争力。 关键词： 营销中心；绩效考核；绩效评估；考核指标III Abstract The Design of Performance Appraisal Program in Changchun Tobacco Company Marketing Center Since the 1980s, China has implemented the franchise monopoly system on the tobacco industry. Therefore, Chinese tobacco companies are State-Owned monopoly enterprises. Compared with the state-owned-enterprises reform in competitive fields, the reform of Chinese State-Owned monopoly enterprises is lagging behind relatively, and tobacco companies are no exceptions. Although Chinese tobacco companies have introduced modern enterprise systems, due to the effect of path dependence of planned economic system, many management systems have failed to effectively implement. Therefore, there are problems in many aspects of business management and human resources management in Chinese tobacco companies. Similarly, in the context of market-oriented reform of cigarette marketing, the existing performance evaluation program of Changchun Tobacco Marketing Center has some problems to be solved urgently. These problems not only restrict the effect of performance appraisal, but also restrict the smooth development of the Changchun Tobacco Company cigarette marketing market reform. Therefore, the existing performance appraisal program must be improved and well-designed to meet the needs of market-oriented reform. Firstly, this paper starts with the introduction of the existing performance appraisal program of Changchun Tobacco Marketing Center. By analyzing the status quo performance evaluation of program implementation, we find out that many problems exist in the development of performance evaluation, performance programIV implementation, performance evaluation and performance feedback. For instance, the advertising work is not good enough in the performance appraisal, the evaluation indicators of the performance appraisal are unscientific, the work of performance appraisal is not objective enough and the performance feedback mechanism is absent. The reasons for these problems come from the tobacco industry legacy system as well as the performance evaluation itself. As both sides of the performance appraisal lack of deep understanding of the performance appraisal theory and have inaccurate positioning of performance evaluation. By analyzing the existing problems and corresponding causes, this paper attempts to propose improvements for the existing performance appraisal scheme. The improved performance appraisal scheme redesigns the evaluation indicators, which are reformulated to be distinguished according to different positions and job functions in marketing centers, and capable of "post set up by the commentary," As a result, the comprehensiveness and applicability of the evaluation program have been promoted, also the persuasiveness of the evaluation program has been improved. In addition, this paper comes with three applications including the implementation of performance management, performance appraisal management, and performance feedback and results to improve marketing center performance evaluation program. The improved performance appraisal program will greatly improve the efficiency and enthusiasm of the staff of Changchun City Tobacco Marketing Center, and will be conducive to the smooth development of the marketing center for future work. Finally, this article provides safeguards to the modified performance appraisal program, which including the organization guarantee and system guarantee of the evaluation program implementation. Among them, the organization safeguard not only includes the establishment of the performance appraisal management leadership team, but also the strengthening of performance measurement in staff management. Organizations and institutions from the two aspects of the performance evaluation program safeguardsV can ensure the smooth development of performance evaluation programs. In conclusion, the improved marketing center performance evaluation scheme can not only improve the staff efficiency and motivation of the marketing center, and more importantly, it helps promote the marketing center performance and quality of service, it is conducive to the future of sustainable development in Changchun City Tobacco Marketing Center , thereby further improving Changchun tobacco company's market competitiveness. Key words: Marketing Center，Performance Appraisal，Performance evaluation，indicators for performance appraisalVI 目 录 第 1 章 绪 论 ......1 1.1 研究背景与意义 .... 1 1.2 研究方法与内容 .... 3 1.3 文献综述与理论基础 ..... 5 第 2 章 营销中心绩效考评现状及存在问题...9 2.1 营销中心绩效考评现状 . 9 2.2 绩效考评存在的问题 ... 13 2.3 绩效考评存在问题的原因分析 ..... 16 第 3 章 营销中心绩效考评方案...19 3.1 营销中心绩效考评指标制定 20 3.2 营销中心绩效执行管理 ........ 37 3.3 营销中心绩效考评管理 ........ 39 3.4 营销中心绩效反馈与结果应用 ..... 40 第 4 章 营销中心绩效考评方案的实施保障.45 4.1 绩效考评方案实施的组织保障 ..... 45 4.2 绩效考评方案实施的制度保障 ..... 46 结 论...48