摘要
随着我国经济的发展，珠宝企业进入了“钻石年华”，经济影响下珠宝企业
面临前所未有的机遇和挑战。每个企业要学会要在挑战中寻发展，在机遇中壮
大自身，企业的主体员工更应该随企业发展而动。珠宝营销员对于珠宝企业实
现经营目标发挥着重要的作用，如何对于销售产品比较特殊的珠宝营销员进行
有效管理，提高其工作绩效，是实现珠宝企业销售目标、取得经营成果的关键
之所在。科学合理的绩效管理体系不仅可以将公司的战略分解到部门、到个体，
更有利于将个人与组织的目标相结合，使二者取得共赢

本文在金嘉利珠宝公司现有的绩效考核体系的基础之上，对员工，中层，
领导层与客户进行了一系列的访谈与调查，在此基础上，发现现有的绩效考核
体系不能满足当前企业管理的要求；在以 BSC 的四个层面对企业战略进行了分
解之后，以 KPI 方法重新计算了权重，构建了新的绩效考核体系。为了保证方
案的顺利实施，从组织层面、绩效信息的收集渠道层面、绩效沟通与辅导层面，
及企业文化层面做了详细的保障措施的说明。本文对金嘉利公司营销员的绩效
考核体系进行优化研究的意义在于推出能与时俱进，符合公司发展的绩效考核
体系，同时通过推行与保障绩效考核体系流程当中得到的反馈，进一步优化体
系。该研究对于企业有着实际作用，对于行业也有着借鉴参考价值

关键词：珠宝行业；绩效考核；优化II
Research on the Optimization of Performance
Appraisal System of Jin jewelry Company
Abstract
With the development of China&39;s economy, jewelry enterprises into the
Diamond Age, under the influence of the economy jewelry enterprises face
unprecedented opportunities and challenges. Each enterprise to learn to look for
development in the challenge, in the opportunity to grow their own, the main
business staff should be with the development of enterprises move. Jewelery sales
staff for the jewelry business to achieve business objectives play an important role,
how to sell products for more special jewelry sales staff to effectively manage and
improve their work performance, is to achieve the jewelry business sales goals, the
key to achieving business results lies. Scientific and rational performance
management system can not only break down the strategy of the company to the
department, to the individual, but also conducive to the combination of personal and
organizational goals, so that both win.
Based on the existing performance appraisal system of Jin Jewelery Company,
this paper has carried on a series of interviews and surveys to employees, middle
level, leadership and customers. On this basis, it is found that the existing
performance appraisal system can not satisfy the current enterprise Management
requirements; in the four levels of BSC after the decomposition of corporate strategy,
the KPI method to re-calculate the weight, to build a new performance appraisal
system. In order to ensure the smooth implementation of the program, from the
organizational level, performance information collection channel level, performance
communication and counseling level.The significance of this paper is to introduce
the performance appraisal system which can meet with the times and meet the
development of the company. At the same time, we can further optimize the system
through the feedback of the implementation of the performance appraisal system.
The study has a practical effect for the enterprise, for the industry also has a
reference value.
Keywords jewelry industry ,performance appraisal, optimizationIII
目录
摘要.......I
Abstract ........... II
第 1 章 绪论....1
1.1 研究背景目的与意义 .... 1
1.1.1 研究背景...... 1
1.1.2 研究的目的.. 1
1.1.3 研究的意义.. 2
1.2 国内外研究现状2
1.2.1 国外研究现状.......... 2
1.2.2 国内研究现状.......... 3
1.3 研究内容与研究方法 .... 5
1.3.1 研究内容...... 5
1.3.2 研究方法...... 5
第 2 章 金嘉利珠宝公司营销员绩效考核现状及问题分析..........6
2.1 金嘉利珠宝公司简介 .... 6
2.2 金嘉利珠宝营销员概况与特点分析 .... 6
2.3 金嘉利珠宝公司营销员绩效现行考核体系 .... 7
2.4 金嘉利珠宝公司考核问题分析8
2.4.1 组织战略目标不清晰.......... 9
2.4.2 现有管理模式滞后.. 9
2.4.3 部门责权不清........ 10
2.4.4 考核数据欠缺........ 10
2.4.5 员工缺少主动性.... 10
2.4.6 员工职业发展通道没有打开........ 11
2.5 本章小结 .......... 11
第 3 章 金嘉利珠宝公司营销员绩效考核体系的优化原则........12
3.1 方案优化的思想与目标 .......... 12
3.1.1 方案优化思想........ 12
3.1.2 方案优化目标........ 12IV
3.2 方案优化的原则 .......... 13
3.2.1 战略目标导向原则 13
3.2.2 双向沟通的原则.... 13
3.2.3 评估结果有效应用原则.... 14
3.2.4 公正、公平、公开的原则 15
3.2.5 绩效目标可执行的原则.... 15
3.2.6 客观事实为依据、奖优罚劣原则 16
3.3 本章小结 ....