在企业经营过程中，广大的企业管理者逐渐意识到通过企业培训可以提高员工技能 与素质，为企业创造更多利润价值，同时还能增强员工对企业的归属感，有利于员工团 队管理的稳定。由于企业管理者对员工的培训日益重视，而大部分的企业内部培训体系 欠缺，因此，中小企业更趋向将培训整体外包给专业培训机构，这为企业培训市场提供 了源源不断的刚性需求，在过去二十多年期间涌现出数量庞大的各种规模类型培训机 构。在目前的企业内部管理中，培训机构的人力资源管理体系建设尚处于探索的较低层 次，虽然一些寻求发展的培训机构都引入了绩效概念，在内部实施员工绩效管理制度， 但从实现情况来看，即便是这些已具规模、具有发展前瞻眼光的企业，其在绩效管理上 也多以运用在对市场销售员工的销售业绩的考核。企业的管理者对绩效管理本质意义不 甚理解，考核目的更多是为了降低人员成本，完成短期销售目标，其绩效管理模式粗糙， 单一。特别对具有先锋意义的市场部人员绩效考核方式更热衷采用以销售业绩为唯一导 向的管理模式，以强调企业销售营业额任务完成，从而达到短期的快速收益的目的，未 能从企业长远发展的角度去制定完善的考核制度，内部管理也不关心员工队伍建设和忽 略员工自身发展诉求，使得员工素质良莠不齐，对企业管理与培训不够深入了解，根本 无法理解客户真正需求，帮助客户企业设计或规划出与需求吻合的课程，更谈不上有进 一步帮助客户创造价值等一系列的市场营销行为。这样的只重视业绩结果的混乱绩效管 理倒成为制约公司持续发展的问题，让公司无法发展成为行业内优秀、有影响力的企业 培训公司。 本文以体制改革后从某国有通信集团分离出来的企业培训中心(A 培训公司)的营销 中心市场部作为案例进行研究，梳理该行业内其他类似规模及情况的培训公司市场部人 员绩效管理中出现的常见问题，以 A 培训公司营销中心市场部门员工绩效考核作为研究 的样本，针对该公司目前的市场部绩效管理体系现状，利用科学有效的诊断方法与工具 来深入诊断研究，并遵从该行业经营管理特点，借鉴相关人力资源管理相关理论知识— —市场导向对于组织绩效的影响以及绩效考核对于员工行为的影响等研究成果，为该企 业市场部提出一个能够符合市场需求的绩效管理思路，力求探索出符合市场部绩效管理 实际有效的优化方案。 关键词，培训公司；绩效考核；问题诊断II Abstract In the process of business management, the majority of enterprise managers gradually realized that through enterprise training, they can improve the skills and quality of employees, create more profit value for enterprises, and at the same time enhance employees' sense of belonging to enterprises, which is conducive to the stability of employee team management. . As enterprise managers pay more and more attention to the training of employees, and most of the internal training systems are lacking, SMEs tend to outsource the training to professional training institutions. This provides a steady supply of rigid demand for the enterprise training market. A large number of training institutions of all sizes have emerged over the past two decades. In the current internal management of enterprises, the construction of human resources management system of training institutions is still at a lower level of exploration. Although some training institutions seeking development have introduced the concept of performance and implemented the employee performance management system internally, See, even those companies that have scale and development prospects are often used in performance management to assess the sales performance of sales employees. The managers of enterprises do not understand the essential meaning of performance management. The purpose of assessment is to reduce personnel costs and achieve short-term sales targets. The performance management model is rough and single. Especially for the pioneering market personnel performance appraisal method is more enthusiastic to adopt sales management as the only oriented management model to emphasize the completion of the company's sales turnover task, so as to achieve the short-term rapid income, failed to develop from the long-term development of the enterprise. From the perspective of formulating a sound assessment system, internal management does not care about the construction of the workforce and neglect the employees' own development demands, which makes the quality of the employees different. It is not enough to understand the management and training of the enterprise. It is impossible to understand the real needs of customers and help the customers design or plan. Acourse that matches the needs, not to mention a series of marketing activities that further help customers create value. Such chaotic performance management, which only pays attention to performance results, has become a problem that restricts the company's sustainable development, making it impossible for the company to develop into an excellent and influential corporate training company in the industry. This paper takes the marketing center of the enterprise training center (A training company) separated from a state-owned communication group after the system reform as aIII case study, and sorts out the performance management of the marketing department personnel of other similar scales and situations in the industry. The common problem is to take the performance appraisal of the marketing department of A training company marketing center as a sample of research, and to use the scientific and effective diagnostic methods and tools to conduct in-depth diagnostic research and comply with the industry's current market performance management system. Management characteristics, drawing on the relevant theoretical knowledge of human resource management - the impact of market orientation on organizational performance and the impact of performance appraisal on employee behavior, etc., for the company's marketing department to propose a performance management strategy that meets market demand, and strive to explore A set of effective marketing department performance management optimization programs. Key words，training company; performance management; problem diagnosiIV 目 录 摘要.....................................................................................................................................I Abstract.................................................................................................................................II 图表清单 ...........................................................................................................................VII 第一章 绪论..........................................................................................................................1 1.1 研究背景和意义..........................................................................................................1 1.1.1 研究背景...............................................................................................................1 1.1.2 研究意义...............................................................................................................2 1.2 文献综述及绩效管理相关理论....................................................................................3 1.2.1 绩效管理研究现状及基本概念国外研究现状 .....................................................3 1.2.2 国内研究现状 .......................................................................................................4 1.2.3 绩效管理相关理论概念........................................................................................7 1.3 研究的主要内容及研究方法.....................................................................................11 1.3.1 研究的主要内容..................................................................................................11 1.3.2 研究方法.............................................................................................................12 1.3.3 论文研究框架及思路...........................................................................................12 第二章 A 培训公司运营情况及绩效管理现状..................................................................14 2.1 我国企业培训市场发展现状.....................................................................................14 2.1.1 我国企业培训市场发展规模..............................................................................14 2.1.2 我国企业培训行业基本特征..............................................................................15 2.2A 培训公司运营概况..................................................................................................16 2.2.1 A 培训公司概况...................................................................................................16 2.2.2A 培训公司经营情况...........................................................................................16 2.2.3A 培训公司市场部业务收入情况........................................................................19 2.2.4A 培训公司组织结构...........................................................................................19 2.3A 培训公司人力资源管理整体结构现状...................................................................20 2.3.1 公司人员构成情况..............................................................................................20 2.3.2 公司员工年龄结构情况......................................................................................21 2.3.3 公司员工性别结构情况......................................................................................23V 2.3.4 公司员工知识与专业结构情况 ..........................................................................24 2.3.5 公司员工的离职情况..........................................................................................25 2.4A 培训公司绩效考核管理现状..................................................................................28 2.4.1 公司绩效管理基本概况......................................................................................28 2.4.2 市场部员工绩效管理体系..................................................................................29 2.5 本章小结....................................................................................................................32 第三章 A 培训公司市场部绩效管理问题诊断及原因分析...............................................33 3.1A 培训公司市场部绩效管理诊断设计.......................................................................33 3.1.1 访谈法诊断.........................................................................................................33 3.1.2 问卷调查法诊断..................................................................................................39 3.1.3 问卷调查的设计实施..........................................................................................40 3.2A 培训公司市场绩效管理存在的主要问题及成因分析............................................41 3.2.1 绩效管理中缺乏沟通和反馈机制.......................................................................43 3.2.2 岗位绩效的考核方法不合理..............................................................................45 3.2.3 绩效考核结果应用不合理..................................................................................46 3.2.4 岗位绩效考核指标设置不合理 ..........................................................................48 3.2.5 岗位职责和权限不对等.......................................................................................50 3.3 本章小结....................................................................................................................52 第四章 A 培训公司市场部绩效管理体系优化建议 ..........................................................53 4.1 绩效管理方案设计的目标.........................................................................................53 4.2 绩效管理的设计原则.................................................................................................53 4.3 绩效管理优化设计流程.............................................................................................54 4.3.1 优化市场部组织结构及工作流程........................................................................54 4.3.2 明确岗位工作内容与职责..................................................................................55 4.4 市场部绩效考核关键指标确立.................................................................................58 4.4.1 市场部关键指标的确定......................................................................................58 4.4.2 市场部项目管理考核关联制度的建立................................................................63 4.5 市场部绩效管理流程其他建议.................................................................................64 4.5.1 绩效管理过程有效的沟通..................................................................................64 4.5.2 绩效考核结果应用..............................................................................................65VI 4.6 市场部绩效管理方案的实施保障.............................................................................65 4.6.1 加强培训宣传力度...............................................................................................65 4.6.2 组织保障.............................................................................................................65 4.6.3 制度保障.............................................................................................................66 4.6.4 企业文化保障 .....................................................................................................66 4.7 本章小结....................................................................................................................66 结 论...................................................................................................................................68