今天，各行业竞争的激烈程度前所未有，企业对于市场的争夺也愈加激烈，因此销 售成绩的好坏已成为当前企业命运的决定因素，而由于销售部门与“绩效”天然的联系， 以生产为核心的企业中对于销售人员绩效考核，要比其他任何部门都更加重要。近些年 随着房地产行业的不景气，玻璃生产加工企业以及玻璃原材料企业都受到重创，加之国 内纯碱产能过剩、国家政策抑制等原因，以玻璃制品为最大输出产品类型的纯碱生产企 业，企业发展面临非常严峻的考验。该类型企业当前往往开始改变企业发展战略，开始 以效益优先作为核心发展战略。在此背景下，销售人员的管理特别是绩效考核，就成为 了迎合企业发展战略的核心工作之一。 本次研究选择了河南 Z 企业作为具体的研究对象，对该企业的考核体系做了全方位 阐述，并分析了体系本身以及执行过程中出现的众多问题，通过企业自身和外部环境两 个方面分析其问题所出现的原因，进而从体系重构的基础、指标的提取、评价方法的确 定、权重的计算、结果的应用、绩效反馈等方面对 Z 公司销售人员绩效考核的体系进行 重构设计。 本次研究过程中所采用的数据均是通过实际调研获取的，保证了数据的可靠性，也 保证了此次研究的科学性与合理性，这些改进措施都是针对 Z 公司现有的问题和公司发 展的实际情况提出的，具有非常强的可操作性。同时，一旦能够在 Z 公司中得到很好的 应用，也能够给同类型企业在该问题上改进的一些经验和教训，提供借鉴和参考。 关 键 词：销售人员；绩效考核；体系构建；传统生产型企业 研究类型：应用研究III Abstract Performance appraisal, plays an increasingly important role in the daily management and strategic development of enterprises in the current era. And because the sales department and the performance of the natural link to the production as the core of the sales staff performance appraisal, than any other departments are more important. In recent years, with the real estate industry downturn, glass production and processing enterprises and glass raw materials enterprises have been hit, coupled with the domestic soda ash overcapacity, national policy suppression and other reasons to glass products for the largest output product type soda ash production enterprises, Facing a very severe test. The type of enterprises are often beginning to change the enterprise development strategy, began to benefit as a core development strategy. In this context, the management of sales staff, especially performance appraisal, has become one of the core work to meet the enterprise development strategy. In this paper, the henan Z company sales staff performance evaluation as an example, through the study of Z company's existing sales staff performance appraisal system and the related theory, summed up the current Z company sales staff performance appraisal problems, through the enterprise itself and the external environment two aspects, the author analyzes the reasons of the problems appeared, and then from the basis of the system reconstruction, index of extraction, the determination of evaluation method, weight calculation, the results of the application, performance feedback, etc in Z company sales staff performance appraisal system for reconfigurable design. As the basis of this study is the actual situation of Z company sales staff performance appraisal, so the study is objective, practical and timeliness, these improvement measures are for Z company's existing problems and the actual situation of the company's development, Has a very strong operability. At the same time, once in the Z company can get a good application, but also to the same type of enterprises in the problem to improve some of the experience and lessons learned, reference and reference. Key Words:Sales staff; performance appraisal; system construction; traditional production-oriented enterprises Research Type:Application research西北大学硕士学位论文 IV 目 录 摘要...................................................................................................................................I ABSTRACT......................................................................................................................III 目 录................................................................................................................................IV 第一章 绪 论.....................................................................................................................1 1.1 研究背景...................................................................................................................1 1.2 研究意义...................................................................................................................2 1.2.1 理论意义............................................................................................................2 1.2.2 现实意义...........................................................................................................2 1.3 国内外研究综述.......................................................................................................2 1.3.1 国外研究综述....................................................................................................2 1.3.2 国内研究综述....................................................................................................3 1.4 研究方法...................................................................................................................4 1.5 论文框架结构及内容...............................................................................................4 1.6 可能的创新点...........................................................................................................5 1.6.1 完善科学的绩效考核体系................................................................................6 1.6.2 将绩效考核理论应用于具体案例分析...........................................................6 第二章 相关理论概述.......................................................................................................7 2.1 绩效考核理论基础...................................................................................................7 2.1.1 绩效与绩效考核...............................................................................................7 2.1.2 绩效考核的作用................................................................................................8 2.2 绩效考核的常见方法...............................................................................................8 第三章 Z 公司销售人员绩效考核的现状.....................................................................11 3.1 Z 公司及销售人员现状.........................................................................................11 3.1.1 Z 公司简介......................................................................................................11 3.1.2 Z 公司的基本组织机构..................................................................................11 3.1.3 Z 公司销售人员结构分布..............................................................................12 3.2 Z 公司销售人员的绩效考核现状.........................................................................13 3.2.1 绩效考核的指标的设置.................................................................................13Abstract V 3.2.2 绩效考核的周期与流程.................................................................................16 3.2.3 绩效考核的结果应用.....................................................................................17 3.3【绩效考核的满意度调查】问卷调查及结果分析..............................................17 3.4 Z 公司销售人员绩效考核存在的问题.................................................................21 3.4.1 绩效考核与企业战略脱节..............................................................................21 3.4.2 绩效考核主体单一.........................................................................................21 3.4.3 绩效考核结果缺乏激励性.............................................................................22 3.4.4 绩效考核反馈与沟通机制不完善.................................................................22 第四章 Z 公司销售人员绩效考核体系的重构设计.....................................................24 4.1 Z 公司销售人员绩效考核体系重构的指导思想和原则.....................................24 4.1.1 Z 公司销售人员绩效考核体系重构设计的指导思想......................................24 4.1.2 Z 公司销售人员绩效考核体系重构设计的原则..........................................24 4.2 Z 公司销售人员绩效考核管理体系框架.............................................................24 4.3 Z 公司销售人员绩效考核指标体系及权重设计.................................................25 4.3.1 Z 公司销售人员绩效考核指标设计原则......................................................25 4.3.2 Z 公司层级 KPI 考核目标确定......................................................................26 4.3.3 部门层级 KPI 考核目标确定.........................................................................27 4.3.4 岗位层级 KPI 考核目标确定.........................................................................28 4.3.2 Z 公司销售人员绩效考核标准的确定..........................................................28 4.3.3 Z 公司销售人员绩效考核指标的权重设置..................................................30 4.5 Z 公司销售人员绩效考核流程设计.....................................................................32 4.5.1 Z 公司销售人员绩效考核范围......................................................................33 4.5.2 Z 公司销售人员绩效考核周期......................................................................33 4.5.3 Z 公司销售人员绩效考核方式......................................................................34 4.5.4 Z 公司销售人员绩效考核评分标准..............................................................34 4.6 Z 公司销售人员绩效考核反馈.............................................................................34 4.6.1 公示考核结果.................................................................................................35 4.6.2 建立申诉渠道.................................................................................................35 4.7 Z 公司销售人员绩效考核反馈及应用.................................................................35 4.7.1 作为月绩效工资和年度奖金发放的重要依据.............................................35西北大学硕士学位论文 VI 4.7.2 作为职位晋升、调薪的重要依据.................................................................36 4.7.3 作为获得培训机会的重要依据.....................................................................36 第五章 完善绩效考核实施保障.....................................................................................37 5.1 思想保障.................................................................................................................37 5.2 组织保障.................................................................................................................37 5.3 技术保障.................................................................................................................38 5.4 充分利用网络系统.................................................................................................39 结论与展望.......................................................................................................................40