I 摘要 随着我国经济的不断发展，运动与健康产业也随之得到了迅速发展。在经济发 展速度较快以及行业竞争愈发残酷的大环境下，行业内企业的管理水平和业务发 展及服务水平就势必要得到提高。对于高尔夫产业来讲，销售部门作为企业创造经 营利润以及提供会员服务的一线部门，它的绩效考核便显得颇为重要。如何科学有 效地对企业进行绩效管理对于企业的管理水平提升和核心竞争力提高起着至关重 要的作用。正确且有效的绩效管理体系可以加快公司实现经营目标，为公司绩效的 提高与竞争力的提升提供了切实且可靠的保障并对公司健康快速的发展具有一定 指导意义。 销售人员的绩效考核体系对于销售来说是至关重要的，直接决定着企业经济效 益的长远发展，天津松江高尔夫公司目前运行的绩效考核体系已经不再适应企业 的发展需要，在一定程度上影响销售人员的工作积极性、创造性和工作能力的发挥， 阻碍了公司发展。笔者就天津松江高尔夫公司现有绩效考核体系提出系统科学的 优化措施，旨在提高销售部门工作人员的工作业绩并促进公司的长远发展。 本论文首先从研究的背景和意义出发，接着对于绩效管理研究的理论基础进行 了概念性介绍，然后详细分析了天津松江高尔夫公司销售人员的绩效管理体系的 当前状况，通过问卷调查评价结果以及访谈评价结果，汇总出目前销售部门人员绩 效管理方面存在的问题，依据评价结果针对销售部门运用平衡记分卡与关键绩效 指标考核法相结合构建出销售部门指标体系并且运用层次分析法定量分析绩效考 核各个指标的权重并进行了一致性检验，优化了现有绩效考核指标体系，与公司当 前的管理现状相结合，制定出了科学系统的评价指标体系以及该公司销售部门绩 效考核实施流程，并对优化前后的考核体系进行对比分析，最后对新的绩效考核体 系提出了实施的相关保障措施。 关键词：绩效考核；平衡记分卡；关键指标考核法 Abstract II Abstract With the continuous development of China's economy, sports and health industry has also been rapid development. In the environment of rapid economic development and increasingly fierce competition in the industry, the management level, business development and service level of enterprises in the industry must be improved. For the golf industry, the sales department, as a front-line department to create business profits and provide member services, its performance evaluation is very important. How to carry out performance management scientifically and effectively plays an important role in improving the management level and core competitiveness of enterprises. A correct and effective performance management system can speed up the company's business objectives, provide a practical and reliable guarantee for the improvement of the company's performance and competitiveness, and have a certain guiding significance for the healthy and rapid development of the company. The performance appraisal system of sales personnel is very important for sales, which directly determines the long-term development of the economic benefits of the enterprise. The current performance appraisal system of Tianjin Songjiang Golf Company is no longer suitable for the development needs of the enterprise, to a certain extent, it affects the enthusiasm, creativity and ability of the salesperson, hinders the development of the company. The author puts forward systematic and scientific optimization measures for the existing performance appraisal system of Tianjin Songjiang Golf Company, aiming to improve the work performance of sales personnel and promote the long-term development of the company. This paper starts from the background and significance of the research, then introduces the theoretical basis of the performance management research, and then analyzes the current situation of the performance management system of the salesmen in Tianjin Songjiang Golf Company in detail. Based on the results of the expert evaluation, this paper puts forward the existing problems in the performance management of the salesmen in the sales department, according to the evaluation results, it aims at the sales The department uses the Balanced Scorecard and the key performance indicator evaluation method to build the sales department indicator system, and uses the analytic hierarchy process to quantitatively analyze the weight of each indicator in the performance evaluation, optimizes the existing performance evaluation indicator system, combines with the current management status of the company, and develops a scientific Abstract III and systematic evaluation indicator system and the performance evaluation implementation of the Sales Department of the company Process, and the assessment system before and after the optimization of comparative analysis, and finally put forward the implementation of the new performance assessment system related safeguards. Key words: Performance appraisal; Balanced Score Card; KPI appraisal method 目 录 IV 目 录 第一章 绪论 .................................................................................................................... 1 1.1 研究背景 .................................................... 1 1.2 研究意义 .................................................... 1 1.3 国内外研究综述 .............................................. 2 1.3.1 国外研究现状 .......................................... 2 1.3.2 国内研究现状 .......................................... 5 1.3.3 文献评述 .............................................. 8 1.4 研究方法及关键问题 .......................................... 9 1.4.1 研究方法 .............................................. 9 1.4.2 研究关键问题 .......................................... 9 1.5 研究内容及技术路线 ......................................... 10 1.5.1 研究内容 ............................................. 10 1.5.2 研究技术路线 ......................................... 10 第二章 相关概念及基础理论 .................................................................................... 12 2.1绩效考核的相关概念 .......................................... 12 2.1.1 绩效的概念 ........................................... 12 2.1.2 绩效考核的概念 ....................................... 12 2.1.3 绩效考核体系的概念 ................................... 13 2.2绩效考核的方法 .............................................. 13 2.2.1 平衡计分卡法 ......................................... 14 2.2.2 关键绩效指标法 ....................................... 14 第三章 绩效考核的现状及其存在的问题分析 ........................................................ 16 3.1 企业介绍 ................................................... 16 3.1.1 公司简介 ............................................. 16 3.1.2 公司组织架构 ......................................... 17 3.2 销售部门人员现状 ........................................... 18 3.3 销售人员绩效考核现状 ....................................... 19 3.3.1 考核指标及其方式 ..................................... 19 3.3.2 考核结果的评定 ....................................... 20 3.4 销售人员绩效考核现状评价调查 ............................... 20 3.4.1问卷调查方案设计及调查结果分析 ......................... 20 3.4.2访谈调查方案设计及调查结果分析 ......................... 22 3.5 考核现状存在的问题及原因分析 ................................ 24 3.5.1考核现状存在的问题 ..................................... 24 3.5.2考核现状存在问题的原因分析 ............................. 25 第四章 销售部门人员绩效考核改进方案 ................................................................ 27 4.1 绩效考核的优化标准及原则 ................................... 27 4.1.1绩效考核优化标准 ....................................... 27 4.1.2绩效考核优化原则 ....................................... 28 目 录 V 4.2 绩效考核的指标设计 ......................................... 28 4.2.1考核体系优化的基本目标 ................................. 28 4.2.2销售部门员工考核指标的构建 ............................. 29 4.3 绩效考核指标的权重确定 ..................................... 31 4.4 绩效考核标准的确定 ......................................... 37 4.5 绩效考核的组织与实施 ....................................... 39 4.5.1 实施组织及实施周期 ................................... 39 4.5.2 绩效考核培训 ......................................... 39 4.5.3 绩效考核实施步骤 ..................................... 40 4.6 绩效考核改进前后的对比 ....................