营口丰田汽车销售公司销售部员工绩效考核方案设计 随着市场经济的飞速发展，企业的绩效管理在企业的日常管理和经营中发挥着越 来越重要的作用，利用科学先进的管理手段实施高效的绩效管理不仅能够提升企业的 管理水平，还能够为实现企业的战略目标奠定良好的基础。然而，尽管很多企业已经 使用了绩效管理，但从实际效果上看还存在一些不足之处。因此，为了满足企业发展 的需求，如何建立起适合企业发展的绩效考核体系，已经成为当前企业急需解决的难 题。 本文选择营口丰田汽车销售公司销售部作为研究对象，从该公司销售部的绩效考 核现状出发，以相关的绩效考核理论为理论基础，首先采取实地调研、问卷调查及比 较分析等方式对当前公司销售部的绩效考核实施情况进行调研，通过调研结果的收集 与整理，经过分析指出现阶段公司销售部在实施绩效考核时存在的问题和不足之处。 同时针对这些问题，以相关的研究理论和成功的绩效考核实施案例作为参考依据，在 在明确公司销售部绩效考核目标的前提下，运用平衡计分卡、KPI 关键绩效指标及 360 度绩效考核反馈等多种绩效考核方法，重新设计了公司销售部的绩效考核体系。 其次在具体设计过程中，根据公司销售部员工不同的工作岗位，利用等级划分的方 式，从销售部员工的岗位职责和工作能力两个方面选择业绩指标、能力指标及态度指 标作为绩效考核指标选取范围，使用层次分析法计算出不同等级员工的绩效指标权 重，进而最终得出销售部员工实际的绩效考核成绩，并采取有效的反馈机制，将绩效 考核结果应用于部门员工综合素质的提升，充分发挥绩效考核的目的和作用。最后为 了保障设计的绩效考核体系能够在获得部门员工支持与肯定的前提下真正意义上落到 实处，从绩效考核准备、考核培训、结果评价和结果应用四个方面制定出绩效考核实 施保障措施。 本文的研究工作期望通过对营口丰田汽车销售公司销售部员工绩效考核体系的优 化和改进，建立起绩效考核体系同公司销售部战略目标之间的关联，帮助公司销售部 加强对员工的管理工作。同时，也为国内汽车行业的绩效考核体系的应用提供借鉴和 参考。II 关键词：汽车销售，绩效考核，绩效指标，平衡计分卡III Abstract The Design Performance Appraisal System of Yingkou TOYOTA Automobile Sales Company Sales Staff With the rapid development of market economy, enterprise performance management in the daily management of the enterprise and management plays a more and more important role, implementing effective performance management can not only enhance the management level of enterprises by making use of the advanced scientific management means, also can lay a good foundation for the realization of the strategic goal of the enterprise. However, although many enterprises have used performance management, but there are still some deficiencies in the actual effect. Therefore, in order to meet the needs of enterprise development, how to establish a performance evaluation system suitable for enterprise development, has become the urgent need to solve the problem of enterprises. The Yingkou Toyota Motor Sales Co., Ltd. Sales Department are chosen as the research object, from the perspective of the company sales department performance appraisal situation, to performance appraisal theory as the theoretical basis, first to take on-the-spot investigation, questionnaire survey and comparative analysis of the company sales department's performance appraisal implementation research, through the collection and collation of the research results, and through the analysis refers to the stage of the company's sales department in the implementation of the performance appraisal of existing problems and shortcomings. And in order to solve these problems, related theories and successful performance appraisal implementation case as a reference, in the premise of clear company sales department's performance appraisal target, the use of balanced score card, key performance indicators (KPI) and 360 feedback different kinds of performance appraisal methods, re design the company's sales department's performance appraisal system. Secondly in the specific design process, according to company sales staff in different jobs, by classification, select performance indicators from two aspects of employee's job duties and work ability, ability index and attitude index as a performance evaluation index selection, make the analytic hierarchy process method is used to calculate the weight of performance indicators of different grades of staff, and finally we get actual staff performance appraisal results, and take the effective feedback mechanism, the result of performance appraisal will be used to enhance the comprehensive quality of the staff, give full play to the purpose andIV function of performance appraisal. Finally in order to in the premise of the Department staff support and affirmation truly implement security design for the performance appraisal system, prepared from performance appraisal, training and assessment, the evaluation and results of the application of four aspects develop performance appraisal of the implementation of security measures. The research work in this paper is expected through the optimization and improvement of Yingkou Toyota Motor Sales Co., Ltd. Sales Department staff performance appraisal system, establish the performance appraisal system with the strategic objectives of the Company Sales Department Association help sales department to strengthen the management of staff. At the same time, it also provides reference for the application of performance appraisal system in the domestic automotive industry. Keywords: Car sales, Performance appraisal, Performance indicator, BSCV 目 录 第 1 章 绪论......................................................................................................1 1.1 选题背景..................................................................................................1 1.2 研究意义..................................................................................................2 1.3 国内外研究现状......................................................................................2 1.3.1 国外研究现状....................................................................................2 1.3.2 国内研究现状....................................................................................4 1.4 研究方法及内容......................................................................................5 1.4.1 研究方法............................................................................................5 1.4.2 研究内容............................................................................................6 第 2 章 绩效考核相关理论概述......................................................................8 2.1 绩效和绩效考核......................................................................................8 2.1.1 绩效概念和特征................................................................................8 2.1.2 绩效考核内涵....................................................................................9 2.2 绩效考核与绩效管理差异....................................................................10 2.3 绩效考核目的与原则............................................................................11 2.3.1 绩效考核目的..................................................................................11 2.3.2 绩效考核原则..................................................................................12 2.4 绩效考核方法........................................................................................12 2.4.1 360 度绩效考核法...........................................................................13 2.4.2 目标管理法......................................................................................14 2.4.3 关键绩效指标..................................................................................14 2.4.4 平衡计分卡......................................................................................15 第 3 章 营口丰田汽车销售公司销售部员工绩效考核现状分析 ...............16 VI 3.1 营口丰田汽车销售公司概况 ...............................................................16 3.1.1 公司简介..........................................................................................16 3.1.2 公司销售部岗位设置 .....................................................................17 3.1.3 公司销售部薪资结构设置 .............................................................17 3.2 营口丰田汽车销售公司销售部员工绩效考核概况 ...........................19 3.2.1 绩效考核现状..................................................................................19 3.2.2 绩效考核特点..................................................................................20 3.2.3 绩效考核存在问题 .........................................................................21 第 4 章 营口丰田汽车销售公司销售部员工绩效考核体系优化设计.......24 4.1 绩效考核目标设计................................................................................24 4.2 绩效考核原则和思路设计 ...................................................................24 4.2.1 优化原则..........................................................................................24 4.2.2 优化思路..........................................................................................25 4.3 绩效考核内容设计................................................................................26 4.3.1 优化执行步骤..................................................................................26 4.3.2 优化设计内容..................................................................................26 4.4 绩效考核指标设计................................................................................27 4.4.1 绩效考核指标选定 .........................................................................28 4.4.2 绩效考核指标优化 .........................................................................29 4.4.3 绩效考核指标权重计算 .................................................................32 4.5 绩效考核过程设计................................................................................36 4.5.1 建立绩效考核组织 .........................................................................36 4.5.2 设置绩效考核周期 .........................................................................37 4.5.3 加强考核期内沟通指导 .................................................................37 4.6 绩效考核结果应用................................................................................37 VII 4.6.1 薪级调整..........................................................................................37 4.6.2 人才计划..........................................................................................38 4.6.3 岗位培训..........................................................................................38 4.6.4 岗位轮换..........................................................................................39 第 5 章 营口丰田汽车销售公司销售部员工绩效考核体系的实施保障...40 5.1 绩效考核准备........................................................................................40 5.2 绩效考核培训........................................................................................40 5.3 绩效考核制度........................................................................................41 5.4 绩效考核资金........................................................................................41 第 6 章 总结....................................................................................................42 6.1 工作总结................................................................................................42 6.2 研究展望................................................................................................42