高密联通公司是潍坊联通公司的县级分公司，主要负责高密行政区域内的通 信业务发展以及通信设施的建设。随着高密通信市场竞争的加剧，公司面临着利 润不断下降、人工成本不断提升的压力，营销人员作为联通业务发展的主力军， 只设计出更加与时俱进的绩效考核方案才能保障企业正常、稳步、持续的发展。 本文通过公司调研及问卷调查的方式对高密联通营销人员进行了调查，通过 调查发现原有绩效考核方案存在绩效考核指标复杂多样、绩效考核流程不完善、 营销人员之间存在利益冲突、绩效考核对业务提升不明显等问题。 绩效考核指标复杂多样影响了绩效考核的透明度、影响了营销人员的工作积 极性；绩效考核流程不完善使绩效考核过程中缺乏绩效沟通、绩效反馈、绩效培 训等相应环节，使各级领导及营销人员对绩效考核的目的与作用认识不够；利益 冲突的出现，让营销人员在实际工作中出现矛盾，影响了公司的正常业务发展； 绩效考核对业务提升不明显导致了营销人员绩效工资低，绩效工资低导致了高密 联通营销人员离职率偏高。 通过对高密联通绩效考核存在的问题及导致的结果进行分析，发现问题产生 的主要原因是：企业体制制约了绩效考核工作的推进、员工身份不同对绩效考核 的排斥、管理者及员工对绩效考核认识不充分、管理者对绩效考核的支持不够、 绩效考核指标的叠加复用以及绩效考核改进与绩效反馈脱节。 本文根据对问题原因的分析构建了积分形式的绩效考核模式。积分绩效考核 模式能解决原绩效考核方案中考核指标繁琐复杂、考核结果不透明、考核结果无 法提升销售人员职业技能等问题，而且积分绩效考核还具有统一量化所有考核指 标、强调营销人员绩效考核参与性、加强了个人激励、避免了利益冲突、实现了 绩效反馈与沟通等特点。 为了保障积分绩效考核能够正常的实施运行，高密联通公司需要建立配套的 薪酬管理机制、引进畅通的管理信息系统、完善营销人员培训及晋升制度、在企 业文化中加强绩效考核的宣传等保障措施。 最后围绕优化后的高密联通公司营销人员绩效考核方案做出结论并给予展 望。 关键词：联通公司 高密市 营销人员 绩效考核 薪酬管理GAOMI UNICOM SITUATION AND OPTIMIZATION OF PERFORMANCE APPRAISALSCHEME OF MARKETING PERSONNELDESIGN COMPANY ABSTRACT Gaomi branch of China Unicom of Weifang Unicom Company branch company at county level, the main responsibility is within the administrative area of high density of communication business development and communications facilities construction. With the high density communication market competition, companies are faced with declining profits, labor cost rising pressure. Marketing personnel as the main force of the development of China Unicom, only to design a more progress with the times of the performance appraisal program to protect the enterprise's normal, steady and sustained development. This paper by way of company research and questionnaire survey to high-density unicom marketing personnel were investigated. Through the survey found the original performance appraisal scheme are complex and diverse indicators of performance appraisal, performance appraisal process is not perfect, marketing personnel of conflicts of interest and performance evaluation of business promotion is not obvious. The complexity and diversity of performance appraisal index leads to affect the transparency of performance appraisal, affecting the marketing personnel's work enthusiasm; performance appraisal process is not perfect cause marketing personnel at all levels of leadership and for the purpose of performance appraisal and the role of knowledge is not clear, the performance appraisal process lack of performance communication, performance feedback, performance training links; the emergence of conflicts of interest, let marketers contradictions in the practical work, the impact of the company's normal business development; management; performance appraisal of business improvement not apparent in marketing personnel performance low wage, low pay for performance led to the high-density unicom marketing staff turnover rate is high. By the results of Gaomi Unicom problems existed in the performance appraisal and the results of the analysis, found the problem the main reason is: enterprise system restricts the performance appraisal work propulsion, managers and employees on performance appraisal, the understanding is not sufficient, the management are lesssupport to the performance appraisal and employee ID different of performance appraisal rejection, performance appraisal index of multiplex superposed, performance appraisal improvement and performance feedback out of touch. In this paper, based on the analysis of the causes of the problem to build a performance appraisal model through the integration of. Integral performance appraisal model can solve the performance appraisal programme of assessment index is tedious and complicated, examination results of opaque, the evaluation result can not be improved vocational skills of sales personnel and other issues and integral performance appraisal also has uniform quantization all assessment indicators, emphasis on marketing personnel performance appraisal participation, strengthen personal motivation, avoiding conflicts of interest, to achieve the performance feedback and communication characteristics. In order to guarantee the integral performance appraisal to the normal operation, the high density of UniCom company need to build supporting salary allocation mechanism, introduction of mobility management information system, improve marketing personnel training and promotion system, in corporate culture to strengthen performance appraisal of publicity and safeguard measures. Around the final optimized Gaomi unicom marketing staff performance evaluation program to make conclusions and give the prospect of the company. KEYWORDS：china unicom gaomi city marketing personnel performance appraisal salary management目 录 1 绪论.....................................................................................................1 1.1 研究背景......................................................................................................................1 1.2 研究目的与意义.........................................................................................................2 1.2.1 研究目的................................................................................................................. 2 1.2.2 研究意义................................................................................................................. 2 1.3 文献综述......................................................................................................................3 1.3.1 国内研究................................................................................................................. 3 1.3.2 国外研究................................................................................................................. 5 1.3.3 评价..........................................................................................................................6 1.4 研究方法及技术路线.................................................................................................6 1.4.1 本文研究方法.........................................................................................................7 1.4.2 本文研究技术路线图............................................................................................ 7 1.5 研究内容及创新点.....................................................................................................8 2 理论基础........................................................................................... 10 2.1 需求层次理论...........................................................................................................10 2.2 双因素理论............................................................................................................... 10 2.3 斯坎伦计划............................................................................................................... 12 2.4 林肯计划....................................................................................................................14 3 营销人员绩效考核方式及问题........................................................16 3.1 高密联通公司简介...................................................................................................16 3.2 营销人员绩效考核问卷设计及调查对象.............................................................17 3.2.1 绩效考核问卷简介...............................................................................................17 3.2.2 问卷调查对象及人员情况..................................................................................17 3.3 高密联通绩效考核方式..........................................................................................19 3.3.1 营业员绩效考核方式..........................................................................................19 3.3.2 机线员绩效考核方式..........................................................................................24 3.3.3 驻地网经理绩效考核方式..................................................................................27 3.4 高密联通绩效考核方式存在的问题.....................................................................30 3.4.1 绩效考核指标复杂...............................................................................................30 3.4.2 营销人员之间存在利益冲突..............................................................................30 3.4.3 绩效考核流程不完善..........................................................................................323.4.4 绩效考核对业务提升效果不明显.....................................................................33 4 营销人员绩效考核存在问题的原因分析.........................................35 4.1 管理者对绩效考核的支持不够..............................................................................35 4.2 员工身份不同对绩效考核的排斥......................................................................... 36 4.3 绩效考核指标的叠加复用......................................................................................36 4.4 绩效考核改进与绩效反馈脱节..............................................................................38 4.5 管理者及员工对绩效考核认识不充分.................................................................39 4.6 企业体制制约了绩效考核工作的推进.................................................................40 5 营销人员绩效考核方案优化设计....................................................42 5.1 绩效考核方案设计的原则与目标......................................................................... 42 5.2 绩效考核方案的设计...............................................................................................43 5.2.1 营业员绩效考核方案..........................................................................................44 5.2.2 驻地网经理绩效考核方案..................................................................................47 5.2.3 机线员绩效考核方案..........................................................................................50 5.3 新绩效考核方案的特点..........................................................................................52 6 营销人员绩效考核方案实施保障措施............................................ 55 6.1 建立相配套的薪酬分配机制..................................................................................55 6.2 引进畅通的管理信息系统......................................................................................55 6.3 完善营销人员培训及晋升制度..............................................................................56 6.4 企业文化中加强绩效考核的宣传......................................................................... 57 7 结论与展望....................................................................................... 59 7.1 结论............................................................................................................................59 7.2 展望............................................................................................................................60