要要要 在现代企业管理中，对员工的科学管理占据着重要地位，制定和实行科学 有效的激励机制，在发挥员工主观能动性、调动员工工作积极性方面占据越来 越重要的位置。随着市场竞争的焦点越来越转向终端，终端建设的重要性越发 凸显。在终端销售过程中，导购员的重要性是显而易见的，他们一方面代表公 司向顾客传达品牌、产品信息和提供服务，同时又将顾客意见、建议和需求等 信息反馈给企业，以便企业更好的服务于顾客。H公司是一家传统的家电制造 和销售企业，在全国范围内拥有导购员两千多名，导购员的工作状况直接关系 到公司的销售业绩。因此，吸引和保留优秀的导购员，激发导购员的工作热情 和潜力就显得尤为重要，建立一套科学合理的导购员激励机制势在必行。 本文依托H公司，在基于公司发展战略和导购员管理现状的基础上开展H 公司导购员激励机制的优化研究。论文首先阐述了选题背景和研究的问题，并 分析了所研究问题对H公司、对家电零售业的意义。接着通过文献分析法对导 购员、激励和激励机制的相关理论进行了概述。其次，论文从H公司导购员日 常管理和激励现状入手，通过员工访谈的方式进行调研，分析和总结了现行导 购员激励机制存在的问题及原因。接下来，根据分析结果并结合激励机制的不 同原则，提出激励机制的改进优化方案和方案实施的保障措施。论文的最后是 结论部分，思考研究的不足并提出未来持续改进的方向。 论文提出以H公司的企业文化为基石，从物质激励、精神激励和加强企业 文化建设三方面对导购员的激励机制进行优化。物质层面包括完善绩效考核标 准、优化薪酬体系、补充福利项目，解决薪酬科学性和公平性的问题以及做到 福利人性化；精神层面包括完善培训体系、建立职业发展通道，实现长期激励 与短期激励相结合；企业文化层面包括加强企业文化的传播、树立企业价值观 楷模、授予导购员适当的权利和营造互相尊重的工作氛围，加强对导购员进行 企业文化激励以激发其内在动力。通过以上三管齐下的方式完成H公司导购员 激励机制的优化研究，进而推动公司的成长与发展。 关键词关键词关键词关键词：：：：人力资源管理；导购员；激励；激励机制 II Abstract In the modern enterprise management, the scientific management of employees occupies an important position. The formulation and implementation of scientific and effective incentive mechanism occupy an increasingly important position in mobilizing and motivating employees. As the focus of market competition shifts to the front-end, the importance of front-end construction becomes more and more prominent. Whoever wins the front-end will win customers. In the front-end sales process, the importance of sales promoters is obvious. On the one hand, the sales promoters represent the company promoting brand, product information and providing services to consumers, meanwhile, they collect customer opinions, suggestions, needs and other feedbacks to the company, so that the company can provide better products and services to customers. H Company is a traditional home appliance company with more than 5,000 sales promoters nationwide. The performance of the sales promoters is directly impact the company's sales performance. Therefore, it is particularly important to attract and retain excellent sales promoters and motivate them to reach their best potential. It is imperative to establish a scientific and reasonable incentive mechanism for sales promoters. Based on H Company, this paper carries out the optimization research on the incentive mechanism of H Company's sales promoters, in light of the company's development strategy and the status quo of sales promoter management. The paper first expounds the background of the topic and the problems to be researched, and analyzes the significance of the research to H Company and the home appliance retail industry. Then the literature analysis method is used to summarize the related theories of sales promoters, incentive and incentive mechanism. Post that the paper elaborates the daily management and incentive status of H Company sales promoters, conducts research through employee interviews, analyzes and summarizes the problems and causes of the existing sales promoter incentive mechanism. Based on the analysis and combined with the different principles of the incentive mechanism, this paper proposes the improvement and optimization scheme over the incentive mechanism and also safeguards measures for the implementation. At the end is the conclusion, thinking about the shortcomings of the research and proposing the direction of continuous improvement in the future. III The paper proposes to optimize the incentive mechanism of sales promoters from the aspects of material incentives, spiritual incentives and corporate culture. The material level includes improving performance appraisal standards, optimizing remuneration system, supplementing welfare programs, solving the problem of scientific and fair compensation, and humanization of welfare; the spiritual level includes improving the training system, establishing career development channels, and realizing long-term incentives and short-term incentives. From corporate culture perspective, strengthening the dissemination of corporate culture, establishing corporate values role models, granting appropriate rights and flexibility to sales promoters and creating a working atmosphere of mutual respect, and strengthening corporate culture incentives for sales promoters to stimulate their internal motivation. The optimization research on the incentive mechanism of the H Company's sales promoters is completed through above approach, the ultimate goal of the optimization is to advance the company's growth and development, and win the competition. Keywords: Human resource management; Sales promoter; Incentive; Incentive mechanism IV 目目目目 录录录录 第一章第一章第一章第一章 绪绪绪绪 论论论论 ...................................................................................................... 1 第一节 研究的背景 .................................................................................................. 1 第二节 研究的意义 .................................................................................................. 2 第三节 研究的内容和方法 ...................................................................................... 2 第四节 研究的技术路线 .......................................................................................... 3 第二章第二章第二章第二章 相关理论综述相关理论综述相关理论综述相关理论综述 ........................................................................................ 5 第一节 相关概念界定 .............................................................................................. 5 第二节 激励的相关理论基础 .................................................................................. 8 第三节 国内外研究现状 ........................................................................................ 13 第三章第三章第三章第三章 H公司导购员激励机制现状公司导购员激励机制现状公司导购员激励机制现状公司导购员激励机制现状 ................................................................. 16 第一节 H公司背景介绍 ........................................................................................ 16 第二节 H公司导购员基本情况 ............................................................................ 16 第三节 H公司导购员激励现状 ............................................................................ 20 第四章第四章第四章第四章 H公司导购员激励机制存在的问题及原因分析公司导购员激励机制存在的问题及原因分析公司导购员激励机制存在的问题及原因分析公司导购员激励机制存在的问题及原因分析 ................................... 23 第一节 H公司导购员激励机制问题分析 ............................................................ 23 第二节 H公司导购员激励机制问题的原因分析 ............................................ 28 第五章第五章第五章第五章 H公司导购员激励机制的优化设计公司导购员激励机制的优化设计公司导购员激励机制的优化设计公司导购员激励机制的优化设计 ...................................................... 29 第一节 H公司导购员激励机制优化设计目标、原则与思路 ............................ 29 第二节 H公司导购员激励机制优化设计方案 .................................................... 32 第三节 H公司导购员激励机制优化方案的保障措施 ........................................ 42 第六章第六章第六章第六章 结结结结 论论