在经济增长趋缓和新能源快速增长的双重挤压下，石油化工销售企业面临着 前所未有的机遇及挑战。企业应该根据市场及政策的变化，既要从战略层面上不 断调整本企业的发展方向，也要从内部管理上不断优化管理流程和推动组织变革。 作为企业最重要的资源组成——人力资源，企业管理者应如何通过激励机制来激 发个体潜能，为企业创造更大的价值，是值得思考的重要课题。 深圳石油公司是一家以销售成品油为主、日用销售为辅的国有企业。2012 年，公司根据地域组建了七家分公司，前期为公司的业绩发展做出了较大贡献， 但目前劣势已经渐渐显现，零售与批发业务混合管理，考核导向性不尽清晰，员 工专长未能得到全面发挥，尤其是批发业务人员工作积极性不强，批发销售规模 持续萎缩。因此，公司将原来批发业务队伍从中剥离，组成独立的批发营业点. 对 于新成立的批发营业点来说，如何梳理出公司现行绩效考核方案的适用和不适用 之处，如何通过绩效考核方案的优化来激发批发业务人员工作积极性，是本文研 究的重点。 本文围绕研究如何优化深圳石油公司批发业务人员绩效考核体系，根据现代 人力资源管理理论，在分析深圳石油公司绩效考核方案的基本现状后，详细分析 深圳石油公司批发营业点人员绩效考核方案的现状和存在的问题，逐个方面分析 原因，并通过批发营业点定编、批发客户经理分级、批发营业点岗位分析、批发 营业点岗位价值评估等一系列步骤，提出绩效考核方案优化的内容，最后根据公 司实际情况，给出优化方案具体的实施措施。希望通过绩效考核方案的优化研究， 保障深圳石油公司可持续发展。 关键词，批发营业点； 业务人员； 绩效考核； 优化MBA 学位报告 作者，梁伊宁 深圳石油公司批发营业点业务人员绩效考核方案优化研究 II Abstract Under the double squeezing of the moderating economic growth and the rapid increase of the new energy, the petrochemical sales enterprises are confronting with the unprecedented opportunities as well as challenges. According to the changes in market and policy, enterprises not only need to adjust the development direction of the enterprise constantly from the strategic level, but also need to optimize the management process and promote organizational change constantly from the internal management. Human resource is the most important resource composition of enterprises. For its managers, how to stimulate individual potential through the incentive mechanism to create greater value for enterprises is an important research subject worth thinking about. Shenzhen Petroleum Company is a state-owned enterprise which focuses on the sales of the refined oil, supplemented by daily sales. In 2012, according to the geographical distribution, the company established seven regional branch companies, which made a greater contribution to the development of the company's performance in the earlier stage. However, currently, the disadvantage has gradually emerged as follows: the retail business and wholesale business are in the mixed management; the orientation of the appraisal is not clear; the strong points of the employees have not been fully exerted; especially, the work enthusiasm of the wholesale business is not strong; the scale of the wholesale sales has been shrinking. Therefore, the company spun off the original wholesale business team to form the independent wholesale outlets. For the newly-established wholesale operating outlets, how to sort out the adaptable and inadaptable aspects of the company’s current performance appraisal project, and how to stimulate the work enthusiasm of the wholesale business personnel through the optimization of the performance appraisal program, is what this thesis focuses on. This thesis focuses on how to optimize the performance appraisal system of the wholesale business personnel of Shenzhen Petroleum Company. According to the theory of the modern human resource management, after the analysis of the current situation of the performance appraisal program of Shenzhen Petroleum Company, this thesis conducts a detailed analysis on the current situation as well as the existing problems of the performance appraisal program from Shenzhen Petroleum Company’s wholesale business personnel. It analyzes the causes step by step, and puts forward the optimized contents of the performance appraisal program through a series of steps, including fixing the organizational structure of the wholesale outlets, grading the wholesaleMBA 学位报告 作者，梁伊宁 深圳石油公司批发营业点业务人员绩效考核方案优化研究 III client Managers, conducting post analysis of the wholesale outlets, evaluating the post value of the wholesale outlets, etc. Finally, according to the actual situation of the company, this thesis proposes the specific implementation measures of the optimized scheme. It is hoped that the sustainable development of Shenzhen Petroleum Company can be guaranteed through the optimization research of the performance appraisal program. Key words: wholesale outlets; business personnel; performance appraisal; optimizationMBA 学位报告 作者，梁伊宁 深圳石油公司批发营业点业务人员绩效考核方案优化研究 I 目录 中文摘要.................................................I Abstract ................................................ II 一、绪 论 ...............................................1 (一)研究背景与意义 ............................................................................................1 1、研究背景 ...............................................1 2、研究意义 ...............................................2 （二）研究内容与方法 ........................................................................................3 1、研究内容 ...............................................3 2、研究方法 ...............................................3 （三）研究思路与研究框架 ................................................................................4 1、研究思路 ...............................................4 2、研究框架 ...............................................4 二、绩效考核相关理论概述 .................................7 （一）人力资源中的绩效考核 ............................................................................7 1、人力资源管理的内涵与构成 ...............................7 2、人力资源管理的原则 .....................................7 3、绩效考核的内涵与特点 ...................................8 （二）激励理论 ....................................................................................................8 1、公平理论 ...............................................8 2、期望理论 ...............................................9 3、系统动力理论 ...........................................9 （三）动态适应原理 ............................................................................................9 （四）平衡计分卡 ..............................................................................................10 （五）目标管理法 ..............................................................................................11 （六）关键绩效指标（KPI） ............................................................................11MBA 学位报告 作者，梁伊宁 深圳石油公司批发营业点业务人员绩效考核方案优化研究 II 三、深圳石油公司批发业务人员绩效考核现状 ................13 （一）深圳石油公司概况 ..................................................................................13 1、公司简介 ..............................................13 2、公司组织结构 ..........................................14 （二）深圳公司业务人员现状 ..........................................................................14 （三）深圳石油公司批发业务人员绩效考核中存在的问题 ..........................16 1、近两年批发销售业绩情况 ................................16 2、批发业务人员绩效考核调查 ..............................16 3、批发业务人员绩效考核方案存在问题 ......................19 （四）存在问题的原因分析 ..............................................................................20 1、经营管理与绩效考核方案笼统捆绑欠缺灵活 ................20 2、批发业务人员和加油站业务人员的绩效考核指标在绩效考核方案 中未加以区分...............................................20 3、原有绩效考核方案未充分激励员工 ........................20 4、原有绩效考核方案结构不够清晰 ..........................20 四、深圳石油公司批发营业点业务人员绩效考核方案优化设计 ..22 （一）绩效考核方案优化设计的目的 ..............................................................22 1、垂直管理提升队伍凝聚力 ................................22 2、资源合理配置防止客户私有化 ............................23 3、构建综合服务体系提升服务水平 ..........................23 4、强化批发业务人员梯队建设 ..............................23 （二）运用平衡记分卡的必要性 ......................................................................23 1、有利于绩效考核方案优化 ................................23 2、注入平衡发展观 ........................................23 3、是促进激励约束机制的重要工具 ..........................24 （三）绩效考核方案优化设计的基本流程 ......................................................24 1、优化目标的确定 ........................................24 2、对批发营业点的定编 ....................................24 3、批发业务人员中客户经理的分级 ..........................25MBA 学位报告 作者，梁伊宁 深圳石油公司批发营业点业务人员绩效考核方案优化研究 III （四）深圳石油公司批发营业点业务人员岗位价值评估 ..............................28 1、批发营业点业务人员岗位分析 ............................29 2、批发营业点业务人员岗位价值评估 ........................30 （五）深圳石油公司批发营业点业务人员绩效考核方案的优化 ..................33 1、批发营业点经理绩效考核方案优化 ........................33 2、批发营业点客户经理绩效考核方案优化设计 ................37 五、深圳石油公司批发营业点业务人员绩效考核方案实施保障 ..43 （一）绩效考核方案优化后的实施 ..................................................................43 1、对优化后的绩效考核方案实施进行宣贯 ....................43 2、对绩效考核方案的各类疑问予以答疑 ......................43 3、对涉及到绩效考核方案实施的管理人员进行培训 ............44 （二）绩效考核方案优化后实施的重点与难点 ..............................................44 1、绩效考核方案优化后实施的重点 ..........................44 2、绩效考核方案优化后实施的难点 ..........................45 （三）优化后的绩效考核方案实施的保障 ......................................................45 1、强化公司制度建设 ......................................46 2、公司各个部门的支持 ....................................46 3、批发营业点基础工作的完善 ..............................46 4、企业文化助力宣传 ......................................47 六、研究结论与展望 ......................................48 （一）本文研究的结论 ......................................................................................48 （二）本文研究的展望 ......................................................................................48