人力这一资源在企业运营中起着决定性作用，而对人力资源进行的各 项管理活动又是围绕着人员配置来进行的，可见研究人员配置在当前的必 要性。近几十年来，我国医药企业不断增加，竞争加剧，有时企业某个部 门竞争力的强弱都会决定着企业的兴衰。销售部门作为企业在市场上的先 行部队，应当且实际上也肩负着此重任。良好的人员配置能够增强销售部 门的团队作战能力、竞争能力，抢占市场先机、扩大市场份额、提升销售 额，使企业在巨大的竞争压力下所向披靡。但现阶段多数企业对人力资源 的核心作用认识不足，不重视科学合理的人员配置，无法发挥出员工的潜 力也无法使整体效能达到最大化，在发展中出现了很多问题。 通过调查分析，JS医药企业销售部门的人员配置问题已阻碍了部门目 标的实现和企业发展战略的进程。本文以人员配置的有关理论以及前人研 究作为指导，构建了适合该部门人员配置的系统模型。再对该部门的人员 配置现状进行分析，找出其人员配置出现的诸多问题，如业务岗人员数量 结构不科学、素质能力与岗位需求不匹配，行政岗人岗数量匹配不当、能 岗不匹配、部门与员工发展不匹配，管理岗人岗匹配吻合度不高等。并剖 析其问题产生的原因，如部门管理者缺乏人力资源管理理念，企业对该部 门招聘选拔的放任，部门用人无规划，岗位分析缺失，缺失“育人”理念 等。从而制定出相关的改进措施，如完善人员战略规划，加强招聘选拔有 II 效性、打造互补型多元化团队，全方位建立培训发展体系等。并配合实施 各项保障措施，如更新管理层管理理念，强化企业人力资源部的作用，加 强组织支持与监督等。帮助JS医药企业优化其销售部门的人员配置，打造 高竞争力的团队，完成战略目标。 关键词：医药企业；销售部门；人员配置 III RESEARCHONOPTIMIZATIONOFPERSONNELALLOCATIONINSALES DEPARTMENTOFJSPHARMACEUTICALENTERPRISE ABSTRACT Humanresourceplaysadecisiveroleinenterpriseoperation,andvariousmanagement activitiesofhumanresourcerevolvearoundpersonnelallocation,whichshowsthenecessity ofresearcherallocationatpresent.Inrecentdecades,thenumberofpharmaceutical enterprisesinChinahasbeenincreasingandthecompetitionhasbeenintensified.Sometimes, thecompetitivenessofacertainsectorofanenterprisewilldeterminetheriseandfallofthe enterprise.Thesalesdepartment,astheforerunneroftheenterpriseinthemarket,shouldand actuallyshoulderthisimportantresponsibility.Goodpersonnelallocationcanenhancethe teamcombatabilityandcompetitivenessofthesalesdepartment,seizemarketopportunities, expandmarketshare,andincreasesales,makingtheenterpriseinvincibleunderhuge competitivepressure.However,atthepresentstage,mostenterprisesdonothaveenough understandingofthecoreroleofhumanresources,donotpayattentiontoscientificand reasonablepersonnelallocation,cannotgivefullplaytothepotentialofemployeesand cannotmaximizetheoverallefficiency,andtherearemanyproblemsinthedevelopment. Throughinvestigationandanalysis,thepersonnelallocationofJSpharmaceuticalsales departmenthashinderedtherealizationofthedepartment'sgoalsandtheprogressofthe enterprise'sdevelopmentstrategy.Basedonthetheoriesofpersonnelallocationandprevious researches,thispaperconstructsasystemmodelsuitableforthepersonnelallocationofthis department.Andanalysisaboutthepresentsituationofthedepartmentofpersonnelallocation, findoutitsstaffingappearedmanyproblems,suchasbusinesspostpersonnelquantity structureisnotscientific,qualityabilityandpositionrequirementsdonotmatch,executive postdutynumbermismatch,canpostdoesnotmatchdon'tmatch,departmentandemployee development,managementdutypersonhillockmatchingalignmentisnothigh.Italso analyzesthecausesoftheproblems,suchasthelackofhumanresourcemanagementconcept bythedepartmentmanagers,theunrestrainedrecruitmentandselectionbytheenterprise,the lackofplanningfordepartmentpersonnel,thelackofpostanalysis,thelackof"education" conceptandsoon.Therefore,relevantimprovementmeasuresareformulated,suchas perfectingpersonnelstrategicplanning,strengtheningtheeffectivenessofrecruitmentand selection,buildingacomplementarydiversifiedteam,andestablishingatrainingand IV developmentsysteminanall-roundway.Andcooperatewiththeimplementationofvarious safeguardmeasures,suchasupdatingthemanagementphilosophy,strengtheningtheroleof thehumanresourcesdepartment,strengtheningorganizationalsupportandsupervision.Help JSpharmaceuticalenterprisestooptimizethepersonnelallocationofitssalesdepartment, buildahighlycompetitiveteam,andachievestrategicgoals. KEYWORDS：Pharmaceuticalenterprise；SalesDepartment； PersonnelAllocation V 目录 摘要.........................................................................................................................................I ABSTRACT.................................................................................................................................III 第一章绪论 1.1研究背景...........................................................................................................................1 1.2研究内容...........................................................................................................................1 1.3研究目的和意义...............................................................................................................2 1.3.1研究目的.........................................................................................................................2 1.3.2研究意义.........................................................................................................................2 1.4研究方法及研究路线.......................................................................................................3 1.4.1研究方法.........................................................................................................................3 1.4.2研究路线.........................................................................................................................4 第二章相关概念与理论基础问题 2.1相关概念界定...................................................................................................................5 2.1.1医药企业..........................................................................................................................5 2.1.2医药企业销售部门.........................................................................................................6 2.1.3人员配置.........................................................................................................................7 2.2相关理论基础及指导作用...............................................................................................8 2.2.1人员规划.........................................................................................................................8 2.2.2人岗匹配理论.................................................................................................................9 2.2.3人力资源配置系统模型及其运用...............................................................................10 2.2.4霍兰德职业适合度理论...............................................................................................13 2.2.5团队管理理论...............................................................................................................14 2.3医药企业销售部门人员配置的思路与原则.................................................................15 2.3.1医药企业销售部门人员配置的思路...........................................................................15 2.3.2医药企业销售部门人员配置的原则...........................................................................16 第三章JS医药企业销售部门人员配置状况 VI 3.1JS医药企业及其销售部门简介...................................................................................19 3.1.1JS医药企业发展历程与发展目标.............................................................................19 3.1.2JS医药企业的主要业务与经营规模.........................................................................19 3.1.3JS医药企业组织结构及其与销售部门的关系.........................................................19 3.1.4JS医药企业人力资源总量与结构配置.....................................................................21 3.1.5JS医药企业销售部门发展概况.................................................................................22 3.2JS医药企业销售部门人员配置现状.........................................