I 摘要 绩效管理是现代人力资源管理的重要环节之一，科学有效的绩效管理能够促进员 工积极性、主动性和创造性的提升，提高企业的内部管理水平，最终帮助企业实现长 期发展目标。在制药行业日益激烈的竞争条件之下，高效的营销管理团队可以帮助公 司在新药推广、药品销售渠道的管理、新老客户关系的维护和市场分析等方面取得竞 争优势，而对营销人员科学的绩效管理可以将企业战略目标和个人目标有效结合，促 进营销人员在提升自身绩效水平的基础之上实现公司的目标。 本论文共分为六章。第一章是绪论部分，主要介绍了论文的研究背景、研究思路 与方法、国内外研究现状的分析以及研究内容等方面；第二章介绍了绩效管理相关理 论；第三章介绍了HB制药公司状况及其营销人员绩效管理现状；第四章分析了HB 制药公司营销人员绩效管理问题及产生这些问题的原因；第五章对HB制药公司营销 人员绩效管理进行优化设计，从整体构思、优化原则和优化内容三个方面进行；第六 章阐述了HB制药公司营销人员绩效管理的对策和保障措施。 本论文通过问卷调查和实地访谈发现BH制药公司的营销人员绩效管理存在绩效 管理与战略目标脱节、绩效考核的标准不合理、绩效考核指标设计不完善、绩效管理 缺乏双向沟通、考核主体单一和结果应用不全面的问题。针对上述问题，综合使用了 BSC与KPI的分析方法，明确了营销人员绩效管理的思路与原则，对HB制药公司的 战略进行了分解，从财务、客户、内部流程及学习与成长四个方面提取了公司的关键 成功指标，进而提取了营销人员关键绩效指标。最后，通过问卷调查法和层次分析法 设置了营销人员绩效管理各指标的权重，并提出了应该从高层管理者支持、绩效评价 中加强沟通、建立营销人员绩效评价申诉制度、健全营销人员绩效管理的奖惩体制和 重视和优化销售大区的划分来保障绩效管理体系的实施。 本文从HB公司整体战略的角度出发研究该公司营销人员的绩效管理问题，相比 于以往绩效考核为核心的评价体系更加系统，更加全面；在提取营销人员关键指标时， 采用了BSC与KPI相结合的分析方法，形成了能够兼顾公司和营销人员利益的考核 指标体系。 本文提出的优化方案中，还可以把摆幅置权法融入到平衡计分卡的方法之中，使 HB公司营销人员绩效管理的改进更加科学合理，同时，本文对HB制药公司营销人 员绩效管理的研究，对本土制药企业合理构建绩效体系，科学实施绩效评价有一定的 借鉴意义。 关键词：营销人员；绩效管理；保障措施；HB制药公司 ABSTRACT III ABSTRACT Performance management is one of the important links of modern human resource management. Scientific and effective performance management can promote the enthusiasm, initiative and creativity of employees, improve the internal management level of enterprises, and ultimately help enterprises achieve long-term development goals. Under the increasingly fierce competition in the pharmaceutical industry, an efficient marketing management team can help the company gain a competitive advantage in the promotion of new drugs, the management of drug sales channels, the maintenance of new and old customer relationships, and market analysis. Performance management can effectively combine corporate strategic goals with personal goals, and promote marketers to achieve company goals on the basis of improving their own performance levels. This thesis is divided into six chapters. The first chapter is the introduction, which mainly introduces the research background, research ideas and methods, analysis of research status at home and abroad, and research content. The second chapter introduces performance management related theories. The third chapter introduces HB Pharmaceuticals. Status and the status quo of the performance management of marketing personnel; Chapter 4 analyzes the performance management problems of HB pharmaceutical company marketing personnel and the reasons for these problems; Chapter 5 optimizes the design of HB pharmaceutical company marketing personnel performance management, from the overall conception and optimization principles And optimization content in three aspects; Chapter 6 describes the countermeasures and safeguards of the performance management of marketing personnel of HB Pharmaceutical Company. In this thesis, through questionnaire surveys and field interviews, it is found that the performance management of BH pharmaceutical companies' marketing personnel is disconnected from performance management and strategic goals, the performance evaluation standards are unreasonable, the performance evaluation index design is incomplete, the performance management lacks two-way communication, and the single evaluation subject and results Application is not comprehensive. In response to the above problems, a comprehensive analysis of BSC and KPI analysis methods was used to clarify the ideas and principles of marketer performance management. The strategy of HB Pharmaceuticals was decomposed and extracted from four aspects: finance, customers, 西北农林科技大学硕士学位论文 IV internal processes, and learning and growth. The company's key success indicators were extracted, and then marketers' key performance indicators were extracted. Finally, the questionnaire survey method and the analytic hierarchy process were used to set the weights of each indicator of the performance management of the marketing staff, and it was suggested that the communication of senior management support, performance evaluation should be strengthened, the marketing appraisal appeal system, and the marketing staff performance management should be improved. The reward and punishment system and the importance of optimizing the division of sales areas to ensure the implementation of the performance management system. In the optimization scheme proposed in this paper, the swing weighting method can also be integrated into the balanced scorecard method, so that the improvement of the performance management of marketing personnel of HB companies is more scientific and reasonable. At the same time, the performance management of marketing personnel of HB pharmaceutical companies is also improved in this article. This study has certain reference significance for the rational construction of performance system of local pharmaceutical companies and the scientific implementation of performance evaluation. This article studies the performance management of the company’s marketing personnel from the perspective of HB’s overall strategy. It is more systematic and comprehensive than the previous evaluation system with performance evaluation as the core. When extracting key indicators of marketing personnel, BSC and KPI are used The combination of analysis methods has formed an evaluation index system that can take into account the interests of the company and marketing personnel. KEY WORDS: Marketing staff; Performance management; Safeguard measures；HB Pharmaceutical Company; 目录 V 目录 摘要 ............... I ABSTRACT .............................. III 第一章 绪论 ............................. 1 1.1 研究背景、目的和意义 .............................. 1 1.1.1 研究背景 ............. 1 1.1.2 研究目的 ............. 2 1.1.3 研究意义 ............. 2 1.2国内外研究现状 ............ 3 1.2.1国外研究现状 ...... 3 1.2.2国内研究现状 ...... 4 1.2.3研究述评 .............. 5 1.3研究内容 ........................ 5 1.4研究思路、技术路线与研究方法 ............... 6 1.4.1研究思路 .............. 6 1.4.2技术路线 .............. 6 1.4.3研究方法 .............. 7 第二章 绩效管理相关理论与方法 ........................ 9 2.1 绩效管理理论 ............... 9 2.1.1 绩效 ..................... 9 2.1.2绩效管理 ............ 10 2.1.2绩效管理的流程 .11 2.2绩效管理的方法 ...........11 2.2.1关键指标法 .........11 2.2.2平衡计分卡 .........11 2.2.3 360度绩效评估法 ............................ 12 第三章 HB制药公司营销人员绩效管理现状 ... 13 3.1 HB制药公司概况 ....... 13 3.1.1 HB制药公司经营现状 .................... 13 3.1.2 HB制药公司组织架构 .................... 14 西北农林科技大学硕士学位论文 VI 3.1.3 HB制药员工基本情况 .................... 15 3.2 HB制药公司营销系统人力资源现状 ...... 15 3.3 HB制药公司营销人员绩效管理现状 ...... 17 3.3.1 HB制药绩效考核的内容 ................ 17 3.3.2 HB制药公司营销人员培训现状 .... 18 第四章 HB制药公司营销人员绩效管理存在的问题及原因分析 .. 19 4.1调查问卷分析 .............. 19 4.1.1 调查的过程 ....... 19 4.1.2营销人员调查结果分析 ................... 20 4.1.3管理人员调研结果分析 .................