单 位 代 码10602
学号 2020060101
分 类 号 D693.09
密级公开
硕士专业学位论文
X 汽车4S 店销售人员绩效考核改进研究
Research On Improving The Performance Appraisal Of
Sales Staff In X Auto 4S Stores
学 院 ： 经济管理学院
学 位 类 别 ： 工商管理
领 域 ： 人力资源管理
年 级 ： 2020 级
研 究 生 ： 黄 宇
指 导 教 师 ： 秀 英
完 成 日 期 ： 2022 年 6 月X 汽车 4S 店销售人员绩效考核改进研究
专业名称：工商管理
申 请 人：黄 宇
指导教师：秀 英
论文答辩委员会
主席：
委员：X 汽车 4S 店销售人员绩效考核改进研究
研究生姓名：黄宇 导师姓名：秀英 学科：工商管理
研究方向：人力资源管理 年级：2020 级
摘要
汽车 4S 店是集销售、维修、配件和信息服务一体的汽车销售企业，销售是企业利润
的直接主要来源。销售人员作为 4S 店的主导力量，对企业发展至关重要。因此如何利用
绩效考核来提高 4S 店销售人员的绩效水平，成为汽车销售企业关注的焦点。
本文研究对象是一家位于二线城市成立于 2013 年的汽车 4S 店。在其实践管理中引入
绩效考核以来，不断的对企业绩效管理体系进行调整和优化，但仍存在一些问题，不仅对
员工的积极性产生了极大的负面影响，也阻碍了汽车销售企业核心竞争力的建立和提升。
本文致力于改进 X 汽车 4S 店销售人员的绩效考核，更好的完善汽车销售企业的绩效，让
绩效考核更人性化，并达到集团设定的销售目标和战略目标。
针对绩效考核的改进，本文立足于激励强化理论、目标设置理论等作为理论的基石，
采用文献查阅法、问卷调查法、访谈法等研究方法，结合 X 汽车 4S 店的实际情况以及该
企业销售人员的绩效考核现状，有针对性的对 X 汽车 4S 店的销售人员绩效考核的问题进
行调研分析。由此分析得出销售人员的绩效考核指标权重比例不合理、考核的沟通缺失以
及绩效考核的结果运用单一等问题。笔者通过以企业战略目标为统领平衡绩效指标，利用
KPI 与 BSC 结合的方式对绩效指标进行改进，加强考核前、中、后期的绩效沟通，建立申
诉机制来提高销售人员的企业归属感。最后，充分发挥绩效考核运用结果，提出绩效考核
结果与人才培养结合、绩效考核结果与薪酬激励结合、绩效考核结果与人才晋升结合、打
造高绩效团队等绩效结果运用改进措施。并在此基础上提出改善X 汽车 4S 店绩效考核的
保障措施。
本文通过对X 汽车 4S 店的绩效考核改进研究的主要目的有两点。首先，通过 X 汽车
4S 店销售人员的绩效考核以及后续的改进建议，提高企业的运营效率，提升企业的利润率；
其次，本文的研究结果对该二线城市的汽车销售企业销售人员的绩效考核的改进有一定借
鉴意义。
关键词: 汽车 4S 店；销售人员；绩效考核改进 ；高绩效团队
I Abstract
A 4S shop is a car sales enterprise that integrates sales, maintenance, parts
and information services. Sales are the main direct source of profit for the
enterprise. As the leading force in 4S shops, sales staff are vital to the
development of the business. Therefore, how to use performance appraisal to
improve the performance level of 4S shop sales staff has become a focus of
attention for automotive sales enterprises.
The subject of this paper is an automotive 4S shop in a second-tier city
established in 2013. Since the introduction of performance appraisal in its
practice management, the company has continuously adjusted and optimised its
performance, but there are still some problems that not only have a significant
negative impact on staff motivation, but also hinder the establishment and
strengthening of the core competitiveness of car sales enterprises. This paper
is dedicated to improving the performance appraisal of the sales staff of X Auto
4S shop, better improving the performance of the auto sales enterprise, making
the performance appraisal more humane, and achieving the sales targets and
strategic goals set by the Group.
Based on incentive reinforcement theory and goal-setting theory as the
cornerstones of the theory, this paper uses literature review, questionnaires
and interviews as research methods to investigate and analyse the problems of
salesperson performance appraisal in X Auto 4S shops in a targeted manner, taking
into account the actual situation of X Auto 4S shops and the current situation
of performance appraisal of salespeople in this enterprise. The analysis led
to the conclusion that the weighting of the performance appraisal indicators
for sales staff was unreasonable, the communication of the appraisal was lacking
and the results of the performance appraisal were used in a single way. By
balancing the performance indicators with the strategic objectives of the
company, improving the performance indicators by combining KPI and BSC,
strengthening performance communication before, during and after the appraisal,
and establishing a grievance mechanism to improve the sales staff;s sense of
belonging to the company. Finally, the results of the performance appraisal
application are given full play, and performance appraisal results are combined
with talent training, performance appraisal results are combined with salary
IIincentive, performance appraisal results are combined with talent promotion,
and high performance teams are built, and other performance results application
improvement measures are proposed. On this basis, the paper also proposes
measures to improve the performance appraisal of X Auto 4S.
The main objectives of this paper through the study of performance appraisal
improvement in X Auto 4S shops are twofold. Firstly, to improve the operational
efficiency and profitability of the enterprise through the performance appraisal
of the sales staff of X Auto 4S shop and the subsequent suggestions for
improvement; secondly, the findings of this paper have some implications for
the improvement of the performance appraisal of the sales staff of auto sales
enterprises in this second-tier city.
Keywords: automotive 4S shop; salesperson; performance appraisal improvement;
high performance team
III