I 摘要 农业是关系国计民生的重要经济范畴，农业企业化经营有利于降低农业经营风险， 但我国农业企业普遍存在员工“引不来、养不好、留不住”的困境。新疆涉农企业因 区域特殊性和产业特殊性，基层员工的离职现象普遍、人员流动性大等问题更加突出。 本文选取新疆具有代表性的涉农企业——新疆 H 种业公司销售人员作为调研对象并进 行研究。销售部是 H 种业公司员工规模最大的部门，也是为公司直接创造经济效益的 部门。目前 H 种业公司销售人员离职率较高，且因无法及时补充而出现较高岗位空置 率；销售人员销售技巧不熟练，员工素质参差不齐进而导致人均销售业绩极不均衡； 公司不科学的激励机制严重降低了销售人员的工作积极性与满意度。为此，本文致力 于设计更符合 H 种业公司销售人员激励需求，更能提升销售人员业绩的激励机制优化 策略。 本文在深入分析员工激励的相关研究成果的基础上，以 H 种业公司销售人员为研 究对象，以提升销售人员激励效果与工作效率为研究目标，应用文献研究法、案例分 析法和问卷调查法等多种研究方法，通过详细了解 H 种业公司销售人员现行激励机制 现状、问题及成因，提出符合 H 种业公司销售人员激励需求的激励机制优化对策以及 具体激励措施。本文得到如下结论，（1）H 种业公司销售部作为平均年龄最小的一个职 能部门，销售人员中 30 岁以下的员工占了很大比重，男女比例失衡、本公司工作经验 短、员工离职率高、岗位空置率高等问题。因此，对销售人员的激励机制应当充分重 视精神激励。H 种业公司销售人员现行激励机制主要由薪酬、升职和培训三部分构成。 （2）结合H种业公司销售人员现行激励机制现状与销售人员问卷调查结果两方面分析， 本文认为 H 种业公司销售人员现行激励机制存在激励机制重物质轻精神、薪酬结构不 合理、晋升与退出机制不健全、员工培训对销售人员的帮助不大、缺乏长期激励措施 等问题，造成这些问题的原因为激励机制设计理念存在偏差、激励机制执行过程缺乏 制度约束。（3）H 种业公司销售人员机制优化主要体现在下述几方面，一是将按照工作 岗位确定基本工资调整为职级工资，并将员工业绩作为主要职级升迁依据，降低基本 工资比重的同时提高绩效工资占比。为建立企业与销售人员的长期关系，本文建议 H 种业公司为销售人员设置股权激励。二是将销售人员的职业生涯规划、岗位晋升和培 训机制有机结合，以健全的培训机制提升销售人员的多方面能力，达到员工职级晋升 与其能力相匹配的效果，同时为 H 种业公司业务规模扩张做好人才储备。三是为 H 种 业公司销售人员激励机制引入精神激励措施，从荣誉激励、参与激励、情感激励、惩 戒激励等方面给员工带来精神上的动力与压力，督促销售人员积极工作。西北农林科技大学硕士学位论文 II 新疆作为我国种业农业产区，拥有数量庞大的涉农企业，这些企业在不同程度上 均存在与 H 种业公司类似的问题，对 H 种业公司销售人员激励机制的研究，有利于解 决新疆地区涉农企业的类似问题。本文对新疆 H 种业公司销售人员激励机制的分析与 研究，可以从一定程度上把握新疆涉农企业的普遍现象和行为特征，进而还原为现实 中的很多具体情况。从而为如何发展和壮大新疆涉农企业提供科学的理论指导。 关键词，H 种业公司；销售人员；激励机制；优化策略ABSTRACT III ABSTRACT Agriculture is an important economic category that affects the national economy and the people's livelihood. Agricultural enterprise management is conducive to reducing the risk of agricultural management. However, the agricultural enterprises in China generally have the predicament of “not attracting, raising bad, and not being able to stay”. Due to regional specificity and industrial specificity, Xinjiang's agriculture-related enterprises are more prominent in the phenomenon of the resignation of grassroots employees and the mobility of personnel. This paper selects the sales representative of Xinjiang H seed industry company, a representative agricultural enterprise in Xinjiang, as the research object and conducts research. The sales department is the largest department of employees of the H industry, and is also the department that directly creates economic benefits for the company. At present, the turnover rate of sales personnel of H industry companies is relatively high, and there is a high vacancy rate due to the inability to replenish in time; sales personnel are not skilled in sales skills, and the quality of employees is uneven, resulting in extremely uneven sales per capital; the company is unscientific The incentive mechanism seriously reduces the enthusiasm and satisfaction of sales staff. To this end, this paper is devoted to designing an incentive mechanism optimization strategy that is more in line with the incentive needs of sales personnel of H industry companies and can improve the performance of sales personnel. Based on the in-depth analysis of the relevant research results of employee motivation, this paper takes the sales personnel of H industry companies as the research object, and aims to improve the incentive effect and work efficiency of sales personnel, applying literature research method, case analysis method and questionnaire survey method. A variety of research methods, through a detailed understanding of the current status, problems and causes of the current incentive mechanism of sales personnel of H industry companies, propose incentive mechanisms and specific incentives that meet the incentive needs of sales personnel of H industry companies. This paper has the following conclusions: (1) The sales department of H seed industry company is the one with the smallest average age. The sales staff has a large proportion of employees under 30 years old, the imbalance between men and women, the company's work experience is short, and the employee turnover rate High, high vacancy rate and other issues. Therefore, the incentive mechanism for sales personnel should pay full attention to spiritual incentives. The current incentive mechanism for sales西北农林科技大学硕士学位论文 IV personnel of H seed companies is mainly composed of salary, promotion and training. (2) Combining the current situation of the current incentive mechanism of sales personnel of H industry companies and the results of questionnaire survey of sales personnel, this paper believes that the current incentive mechanism of sales personnel of H industry companies has incentive mechanism, material and light spirit, unreasonable salary structure, promotion and The withdrawal mechanism is not perfect, the staff training has little help to the sales staff, and there are no long-term incentives. The reasons for these problems are the deviation of the incentive mechanism design concept and the lack of institutional constraints in the implementation of the incentive mechanism. (3) The optimization of the sales personnel mechanism of the H seed industry company is mainly reflected in the following aspects: First, the basic salary will be adjusted according to the job position to the salary level, and the employee performance will be used as the basis for the promotion of the main rank, which will reduce the proportion of the basic salary and improve the performance. The proportion of wages. In order to establish a long-term relationship between the company and the sales staff, this paper suggests that H industry companies set up equity incentives for sales personnel. The second is to combine the career planning, job promotion and training mechanism of the sales staff, improve the multi-access ability of the sales staff with a sound training mechanism, achieve the effect of matching the employee rank and its ability, and at the same time, the business scale of the H industry company. Expand the talent pool. The third is to introduce spiritual incentives for the sales incentive mechanism of H seed companies, and to provide employees with spiritual motivation and pressure from the aspects of honor incentives, participation incentives, emotional incentives, and disciplinary incentives, and urge sales personnel to work actively. As a seed production agricultural production area in China, Xinjiang has a large number of aggro-related enterprises. These enterprises have similar problems with H-type companies in different degrees. The research on the incentive mechanism of sales personnel of H-type companies is conducive to solving Xinjiang. Similar problems in regional agriculture-related enterprises. This paper analyzes and studies the incentive mechanism of sales personnel of Xinjiang H seed industry company, which can grasp the general ph