I 摘要 C 公司业务人员绩效考核方案优化设计 2014 年在持续低迷的经济形势和竞争日益严峻的行业环境下，C 公司作为世界 500 强某集团的下属销售公司，面临着来自多方面的竞争压力，企业间的竞争激烈程度更 加炙热化。对于销售公司来说，要想在竞争中立于不败之地，就需要打造一支现代化 的销售队伍，激发他们对公司的使命感和对销售的工作热情，最大限度地提高他们的 工作业绩，使公司在激烈的市场竞争中站稳。而绩效考核方案作为公司薪酬分配的可 靠依据，是公司在人力资源管理中的关键环节，建立一套高效、适用的绩效考核方案 对于公司未来发展尤为重要。 本文以 C 公司业务人员的绩效考核为研究对象，通过大量阅读文献，深入研究激 励理论、绩效考核理论，以及绩效管理理论，为后面的研究奠定了理论基础。在理论 基础上，又通过资料收集、实地访谈、问卷调查、案例分析等途径，对 C 公司业务人 员的绩效考核现状、存在的问题进行深入了解，并对绩效考核体系的优化设计和实施 过程中所出现的各类问题，从销售过程监控和业务人员能力培养等角度进行深入地分 析，采用目标管理法、360 度考核法、关键绩效指标法(KPI)、层次分析法等绩效考核 方法，并提出相应的优化设计方案，对业务人员考核及能力培养机制和职业通道的建 设等手段的研究。本着不放过任何市场机会，管理必须探索新的模式、 业务必须确保 业绩提升、团队必须贯彻核心文化的中心思想，坚持以年度预算为核心、以产品线为 主线、以提升大客户销量为重点、以开发高端客户和稳定大客户销量为方向，以实现 产销平衡为目标，借助区域一体化资源优势，发挥矩阵管理的作用，持续打造高效的、 有竞争力的现代化营销团队，确保建立科学、合理的薪酬绩效考核配套体系，探索更 加有效地设计和实施销售人员绩效激励体系的方法。 KPI(Key Performance Indicator)即关键绩效考核指标；通过设计关键绩效考核指 标，使公司的战略目标得以层层分解，把整个销售团队的绩效分成两个层次：团队整 体绩效和业务人员个体绩效，用层次分析法计算各个关键绩效指标的权重，最终得出 完整的考核体系。同时为了确保优化的绩效考核方案能够得以顺利实施，避免公司的 战略目标与考核指标相违背，以及公司管理者依主观意愿随意设置考核指标，本文提 出了公司领导的重视、全员参与、激励制度的完善、企业文化强化的等保障措施。吉林大学硕士学位 II 最后，本文对整个研究进行了总结，并提出了存在的不足以及对今后研究的展望。 关键词： 业务人员，关键绩效考核指标法(KPI)，360 度考核法，层次分析法Abstract III Abstract C Company's Business Staff Performance Appraisal Scheme Optimization Design In 2014 the continued downturn in the economic situation and the increasingly tough competition in the industry environment, C company as the world's top 500 group under the sales company, is facing with the pressure of competition, the competition between enterprises is more and more fierce. For the sale of the company, to remain invincible in the competition, you need to build a modern sales team, inspire them to the mission of the company and the sales enthusiasm, to maximize their performance, so that in the fierce market competition. The performance appraisal scheme as the reliable basis of compensation distribution, is a key link in the human resource management of the company, establish a set of effective, suitable performance appraisal system is particularly important for the future development of the company. This paper takes the C company business staff performance appraisal as the research object, by reading a lot of literature, in-depth study of motivation theory, the theory of performance appraisal and performance management theory, which lays a theoretical foundation for later study. On the basis of the theory, and through data collection, interviews, questionnaire survey, case analysis and other methods, in-depth understanding of the C company's business staff performance appraisal situation, existing problems, all kinds of problems and optimize the design and implementation process of the performance appraisal system in the in-depth analysis, from the sales process monitoring and business personnel training point of view, the method of management by objectives, 360 degree assessment method, the key performance index (KPI), AHP method of performance appraisal, and put forward the corresponding optimal design, research and training mechanism of the construction of the channel occupation of the business staff assessment and ability. The spirit did not miss any opportunity, we must explore new business management mode, must ensure that the central idea to enhance the performance, the team must implement the core culture, adhere to the annual budget as the core, to the product line as the main line, in order to enhance the customer sales as the focus, to develop high-end customers and stable customer sales direction, in order to achieve the balance of production and sales as the goal, with the advantage of the integration of regional resources, play the role of matrix management,吉林大学硕士学位 IV continue to build a competitive modern marketing team, to ensure efficient, to establish a scientific, reasonable salary performance assessment supporting system, to explore the method of performance incentive system more efficient design and implementation of sales staff. KPI (Key Performance Indicator) is the key indicators of performance appraisal； through the design of the key performance indicators, the strategic target of the company to the layers of decomposition, the whole sales team's performance is divided into two levels: the overall team performance and individual performance of business personnel, calculate the weight of each of the key performance index by AHP, finally obtains the complete the evaluation system. At the same time in order to ensure that the performance appraisal scheme optimization can be successfully implemented, to avoid violation of strategic objectives and assessment indicators of the company, and the company managers will set free according to the subjective evaluation index, the company's leadership, full participation, incentive system, strengthen the enterprise culture and other security measures. Finally, this paper summarizes the whole research, and puts forward the existing problems and prospects for the future research. Keywords: Business staff, Key performance index (KPI), 360 degree assessment method, Analytic hierarchy process目 录 V 目 录 第 1 章 绪论1 1.1 研究背景和意义..1 1.1.1 研究背景..1 1.1.2 研究意义..2 1.2 研究方法和架构..3 1.2.1 研究方法..3 1.2.2 主要研究内容4 1.3 研究的创新点5 1.4 国内外研究现状..6 第 2 章 绩效考核理论与研究方法综述....7 2.1 绩效考核理论的相关内容....7 2.1.1 绩效考核..7 2.1.2 绩效管理..7 2.2 绩效考核的方法..8 2.2.1 目标管理法(Management By Objective，MBO) .8 2.2.2 360 度考核法(360°Feedback) .8 2.2.3 关键绩效指标考核法9 2.2.4 层析分析法(Analytic Hierarchy Process，简称 AHP) ..10 第 3 章 C 公司绩效考核现状及问题分析....11 3.1 C 公司基本情况概述 ....11 3.1.1 公司简介11 3.1.2 C 公司组织结构设置 ....12 3.2 C 公司现行绩效考核方案分析13 吉林大学硕士学位 VI 3.3 C 公司现行绩效考核方案存在的问题13 第 4 章 C 公司绩效考核方案优化设计与结果应用16 4.1 C 公司绩效考核方案优化的建议与优化原则16 4.2 C 公司 KPI 绩效考核指标体系构建 ...17 4.3 C 公司绩效考核步骤....18 4.4 C 公司绩效考核反馈与应用....27 第 5 章 C 公司绩效考核方案实施保障措施32 5.1 C 公司绩效考核方案实施的企业文化保障....32 5.2 C 公司绩效考核方案实施的制度保障33 5.3 C 公司绩效考核方案实施的组织和人员保障34 第 6 章 结论与展望....37 6.1 研究结论37 6.2 研究展望38