大连理工大学专业学位硕士学位论文
摘
要
商用车是我国汽车工业自主生产的主体，具备生产资料的属性，受国家政策和国民
经济等宏观层面的影响较大。虽然我国商用车市场受基建投资回升、新能源物流车快速
发展，扩大内需战略以及各项促进消费政策持续发力影响，呈现快速增长，但目前“危”
与“机”并存。一方面我国是最大的发展中国家，基建投资扩大、国内外循环变化、技
术创新加强、新能源发展等都是发展机遇，由此也可看出，我国商用车有着较大的发展
空间。另一方面，随着汽车“新四化”的快速发展，当前汽车行业的竞争已然进入持续
白热化阶段，汽车竞品的同质化越来越严重，互联网+的普及使各类信息越来越透明。
行业竞争，归根结底还是“人”的竞争。因此，人力资源管理的领先无疑是与竞争对手
拉开差距行之有效的方法。人力资源管理的好与坏，与企业是否能够领先同行业竞争对
手有着密切的联系。绩效管理，作为人力资源管理的核心组成部分，扮演着不可或缺的
角色。借助绩效管理，能够把员工的个人目标与企业的战略目标统一起来，从而推动双
赢局面的实现。通过绩效管理的良好开展，让每一位员工明确自身岗位同企业发展战略
之间的联系，在企业获得收益的同时，实现员工的激励。
这次论文以 H商用车 4S店为研究对象，就其绩效管理存在的问题展开案例研究。
以相关的绩效管理理论和人力资源管理理论为基础，采用文献检索法和案例分析法等研
究方法，结合 H商用车 4S店存在的若干典型案例事件，在实际工作的基础上，剖析并
总结出 H商用车 4S店售后服务绩效管理主要存在着缺乏健全的考核体系、绩效管理理
念不统一、绩效评估结果不准确三方面的问题，并针对这些问题提出了 H商用车 4S店
售后服务绩效管理的系统性优化：第一，建立健全公司绩效管理体系，完善现有的绩效
考核指标体系，定义指标权重和标准；第二，制定绩效评价标准，结合岗位职责做出关
键绩效指标，加强绩效辅导；第三，加强绩效管理过程控制。总而言之，综合运用多种
绩效管理方法，建立科学的绩效管理体系，积极获取绩效反馈，以实现企业中人与组织
的匹配，解决组织中的“人”与“事”，最终实现组织战略目标。此次研究不仅对改善
H 商用车 4S 店售后服务人员绩效管理有实际指导意义，更重要的是为同行业其他商用
车 4S 店乃至汽车行业售后服务人员绩效管理问题提供解决思路，提供专业的建议与参
考，具有一定的借鉴意义。
关键词：商用车4S店；绩效管理；案例研究
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H商用车4S店售后服务人员绩效管理案例研究
Case study on performance management of after-sales service personnel in
H commercial vehicle 4S store
Abstract
Commercial vehicle is the main body of China's auto industry independent production,
with the property of production materials, is greatly affected by national policies and national
economy and other macro level. Although China's commercial vehicle market is affected by the
recovery of infrastructure investment, the rapid development of new energy logistics vehicles,
the expansion of domestic demand strategy and the continued force of various policies to
promote consumption, showing rapid growth, but the current "crisis" and "opportunities"
coexist. On the one hand, China is the largest developing country, the expansion of
infrastructure investment, domestic and foreign circular changes, technological innovation,
new energy development and so on are all development opportunities, which can also be seen
that China's commercial vehicles have a larger space for development. On the other hand, with
the rapid development of the "new, four modernizations" of automobiles, the competition in the
current automobile industry has entered a continuous white-hot stage, the homogenization of
competing automobile products is becoming more and more serious, and the popularity of
Internet + makes all kinds of information more and more transparent. Industry competition, in
the final analysis, is the competition of "people". Therefore, the lead in HUMAN resource
management is undoubtedly an effective way to open the gap with competitors. Whether human
resource management is good or bad is closely related to whether an enterprise can lead its
competitors in the same industry. Performance management, as a core part of human resource
management, plays an indispensable role. With the help of performance management,
employees' personal goals can be unified with the strategic goals of the enterprise, so as to
promote the realization of a win-win situation. Through the good development of performance
management, each employee can clearly identify the connection between his position and the
development strategy of the enterprise, so that the enterprise can obtain benefits and motivate
employees at the same time.
This thesis takes H commercial vehicle 4S store as the research object, this thesis makes a
case study on the problems existing in its performance management. Based on relevant
performance management theory and human resource management theory, using literature
retrieval, case analysis and other research methods, combined with several typical cases and
events in H commercial vehicle 4S store, combined with several typical cases and events in H
commercial vehicle 4S store, on the basis of practical work, on the basis of practical work, it is
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大连理工大学专业学位硕士学位论文
analyzed and summarized that there are three main problems in the after-sales service
performance management of H commercial vehicle 4S store: lack of sound evaluation system,
inconsistent performance management concept and inaccurate performance evaluation results,
aiming at these problems, this thesis puts forward the systematic optimization of after-sales
service performance management of H commercial vehicle 4S store: first, establish a scientific
performance appraisal index system and define the index weight and standard; second,
formulate performance evaluation standards, make key performance indicators in combination
with post responsibilities, and strengthen performance counseling; third, strengthen the process
control of performance management. In short, the comprehensive use of a variety of
performance management methods, establish a scientific performance management system
and actively obtain performance feedback, to achieve the matching between people and
organizations in the enterprise, Solve the "people" and "things" in the organization, and finally
achieve the strategic objectives of the organization. This study not only has practical guiding
significance for improving the performance management of after-sales service personnel in H
commercial vehicle 4S store, more importantly, it provides solutions to the performance
management problems of other commercial vehicle 4S stores in the same industry and even
after-sales service personnel in the automotive industry, Provide professional suggestions and
reference, which has a certain reference significance.
Key Words：Commercial Vehicle 4S Store; Performance Management; Case Study
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