随着社会的发展，经济全球化的逐步深入，企业之间的竞争程度逐步加深，企业 对于知识和技能的需求进一步加剧。作为企业来说，要想在竞争中得到全面的发展， 人力资源的管理和发展，尤其是对于营销人员的科学管理，更成为一种重要的竞争手 段，而绩效考核作为营销人员有效管理的一种主要方式，已成为现代企业增强核心竞 争力的重要因素。绩效考核制度的运行为营销人员薪酬待遇的制定提供必要的参考数 据，使得企业的管理更加公平和合理。但是，对于现代企业来说，大多数企业在营销 人员的绩效考核方面，远远达不到考核的目标，对企业和员工的发展产生了一定的限 制，为此，有必要对企业营销人员绩效考核制度进行全面的分析和研究。 本文特以石家庄电信分公司为例，对其营销人员绩效考核方案的优化进行研究。 主要分为七大部分，在对相关背景以及意义进行分析的前提下，以绩效考核的相关理 论为基础，对石家庄电信分公司营销人员绩效考核的现状进行了调查分析。对营销人 员基本情况、绩效考核流程以及绩效考核实施方法等进行调查，并从营业员、机线员 以及驻地网经理等不同营销人员群体中，进一步了解石家庄电信分公司绩效考核的方 式。紧密结合石家庄电信分公司营销人员绩效考核现状，认为该公司存在着绩效考核 指标复杂、营销人员之间存在利益冲突、绩效考核流程不完善、缺乏健全的绩效考核 激励机制等方面的问题。并分析总结出出现问题的原因，主要有管理者缺乏正确的绩 效考核理念、绩效考核组织结构不健全、缺乏完善的激励机制等；需要针对具体问题 进行全面优化。根据营销人员绩效考核原则和目的，提出全面的绩效考核方法，最后 总结出营销人员绩效考核方案实施的保障措施，主要从建立配套的薪酬分配机制、构 建完善的信息沟通系统、强化绩效考核实施的理念、树立绩效导向的企业文化、完善 企业内部的激励机制等几个方面来实施。以充分实现营销人员工作的积极性和创造 性，为企业的发展提供动力支持，进一步保障石家庄电信分公司效益的提高。 关键词，绩效考核 营销考核 电信ABSTRACT With the development of society, the economic globalization has been gradually deepened, the competition between enterprises has gradually deepened, and the enterprise's demand for knowledge and skills has been further intensified. As an enterprise, if you want to get comprehensive development in the competition, human resources management and development, particularly for the marketing personnel of scientific management, more become a kind of important means of competition, and performance appraisal as a main way of marketing personnel effective management, has become a modern enterprise to enhance the core competitiveness of important factor. The operation of the performance appraisal system provides the necessary reference data for the compensation treatment of marketing staff, which makes the management of enterprises more fair and reasonable. But, for the modern enterprise, most enterprises in the marketing personnel performance appraisal aspect, far short of appraisal target, the development of the enterprise and the staff produced a certain limit, therefore, it is necessary for enterprise marketing personnel performance appraisal system to conduct a comprehensive analysis and research. This article takes shijiazhuang telecom branch as an example to study the optimization of its marketing personnel performance appraisal program. Mainly divided into seven parts, the analysis of relevant background and significance of premise, based on the related theory of performance appraisal, to shijiazhuang telecom branch marketing personnel performance appraisal analysis of the status of the investigation. Basic information for marketing personnel, the performance appraisal process and performance appraisal implementation method to investigate, and from the shop assistant, JiXianYuan and different marketing personnel groups, such as home network manager to learn more about shijiazhuang telecom subsidiary company performance appraisal way. Closely together with the present situation of shijiazhuang telecom branch marketing personnel performance appraisal, think that the company exists between the index of performance appraisal is complex, the marketing personnel, imperfect performance evaluation process of conflict of interest, the lack of a sound performance evaluation incentive mechanism and other aspects. The reasons for the problems are analyzed and summarized. The main reasons for the problems are the lack of proper performance appraisal, the inadequate structure of the performance appraisal organization, the lack of perfect incentive mechanism, etc. Specific problems need to beIII fully optimized. According to the marketing personnel performance appraisal principle and purpose, and puts forward the comprehensive performance evaluation method, and finally summed up the marketing personnel performance appraisal of the solution implementation safeguard measures, mainly from the build form a complete set of salary distribution system, build perfect information communication system, strengthening the concept of performance appraisal implementation, establish performance oriented enterprise culture, improve the enterprise internal incentive mechanism and so on several aspects to implement. In order to fully realize the enthusiasm and creativity of the marketing staff, provide dynamic support for the development of enterprises, and further guarantee the improvement of the efficiency of shijiazhuang telecom branch. KEYWORDS: performance assessment; Marketing assessment;telecomIV 目 录 摘要.................................................................................................................................I ABSTRACT..........................................................................................................................II 第一章 绪论...........................................................................................................................1 1.1 研究背景与意义.......................................................................................................1 1.1.1 研究背景.......................................................................................................1 1.1.2 研究意义.......................................................................................................1 1.2 研究综述...................................................................................................................2 1.2.1 国外研究综述...............................................................................................2 1.2.2 国内研究综述...............................................................................................3 1.3 研究内容与方法.......................................................................................................5 1.3.1 研究内容........................................................................................................5 1.3.2 研究方法.......................................................................................................6 第二章 相关理论分析...........................................................................................................9 2.1 绩效考核的定义.......................................................................................................9 2.2 绩效考核的原则.......................................................................................................9 2.3 绩效考核的方法.....................................................................................................10 第三章 石家庄电信分公司营销人员绩效考核现状及调查问卷设计.............................13 3.1 石家庄电信分公司简介.........................................................................................13 3.2 石家庄电信分公司绩效考核方式.........................................................................13 3.2.1 营业员绩效考核方式.................................................................................13 3.2.2 机线员绩效考核方式.................................................................................14 3.2.3 驻地网经理绩效考核方式.........................................................................14 3.3 营销人员绩效考核问卷设计及调查对象.............................................................14 3.3.1 绩效考核问卷简介.....................................................................................14 3.3.2 问卷调查对象及人员情况.........................................................................15 3.3.3 绩效考核流程.............................................................................................16 3.3.4 绩效考核实施办法.....................................................................................17 第四章 石家庄电信分公司销售人员绩效考核方式存在的问题.....................................19 4.1 绩效考核指标复杂.................................................................................................19V 4.2 营销人员之间存在利益冲突.................................................................................20 4.3 绩效考核流程不完善.............................................................................................21 4.3.1 绩效考核的范围过于狭窄.........................................................................22 4.3.2 缺乏科学的绩效考核内容.........................................................................22 4.3.3 绩效考核程序过于形式化.........................................................................23 4.3.4 绩效考核缺乏准确的标准.........................................................................24 4.3.5 绩效考核的信息沟通受阻.........................................................................25 4.4 缺乏健全的绩效考核激励机制.............................................................................26 第五章 营销人员绩效考核存在问题的原因分析.............................................................27 5.1 管理者缺乏正确的绩效考核理念.........................................................................27 5.2 绩效考核组织结构不健全.....................................................................................27 5.3 缺乏完善的激励机制.............................................................................................28 第六章 营销人员绩效考核方案优化设计.........................................................................31 6.1 营销人员绩效考核原则.........................................................................................31 6.1.1 战略导向原则.............................................................................................31 6.1.2 双赢目标原则.............................................................................................31 6.1.3 公平性原则.................................................................................................32 6.1.4 成长性原则.................................................................................................32 6.2 营销人员绩效考核目的.........................................................................................32 6.2.1 留住高素质的人才.....................................................................................32 6.2.2 实现公司和员工共赢.................................................................................32 6.2.3 提升公司的竞争优势.................................................................................33 6.3 营销人员绩效考核方法.........................................................................................33 6.3.1 营业员绩效考核方案.................................................................................33 6.3.2 驻地网经理绩效考核方案.........................................................................35 6.3.3 机线员绩效考核方案.................................................................................37 6.4 营销人员绩效考核结果.........................................................................................39 第七章 营销人员绩效考核方案实施保障措施.................................................................43 7.1 建立配套的薪酬分配机制.....................................................................................43 7.2 构建完善的信息沟通系统.....................................................................................44 7.3 强化绩效考核实施的理念.....................................................................................44 7.4 树立绩效导向的企业文化.....................................................................................45 7.5 完善企业内部的激励机制.....................................................................................46 第八章 结论与展望.............................................................................................................48VI 8.1 结论.........................................................................................................................48 8.2 展望.........................................................................................................................48