长春第一汽车服务贸易有限公司汽车后市场人员绩效管理方案设计 汽车后市场是指汽车销售以后，围绕汽车使用过程中的各种服务，它涵盖 了消费者买车后所需要的一切服务。随着我国汽车保有量的快速增长，发展迅 速，各大汽车集团、社会资本纷纷在汽车后市场领域进行布局，竞争愈发激烈。 长春第一汽车服务贸易有限公司（以下简称“长服公司”）是中国第一汽车 集团有限公司的全资子公司，具有典型的国有企业特征。其业务领域为汽车销 售和汽车后市场业务。综合考虑宏观经济政策和市场环境的影响，公司将未来 的战略重点方向定位在发展汽车后市场业务。长服公司的汽车后市场业务主要 由四大部分组成：汽车租赁业务，二手车业务、汽车维修服务业务和汽车文化 业务。这四项业务都处于充分竞争领域，面对激烈的汽车后市场竞争，公司决 定通过绩效管理来充分调动员工的积极性、改善服务态度、提高服务水平，进 而提升公司整体竞争力。 本文从理论研究入手，综合运用文献分析和实地访谈员工的方法研究了长服 公司汽车后市场人员绩效管理中存在的问题：绩效管理职能分散、绩效指标设 定不合理、绩效实施环节重视程度不够、绩效考评流于形式、绩效结果应用无 法形成有效激励。综合分析后得出长服公司汽车后市场业务并没有形成合理的、 系统的绩效管理方案。主要原因产生在三个层面：企业文化层面、管理者层面 和员工层面。针对问题，确定了有效推进战略实施及重点工作开展、公开性原 则、统一管理原则、有效沟通和充分激励五项原则。从绩效计划、绩效实施、 绩效考评、绩效结果反馈及应用几个方面制定了长服公司汽车后市场人员的绩 效管理方案，新的绩效管理方案的设计过程中借鉴了目标管理、平衡计分卡和 关键绩效指标考核的绩效管理思想。在绩效计划的制定过程中特别关注指标设 定的合理性，必须要体现对公司战略和重点工作的支撑，兼顾财务指标和能力II 提升指标。在绩效实施的控制上要常态化和制度化。绩效考评要规则在先，注 重公开性。在考评结果出现争议时提倡充分沟通解决，必要时可以提出申诉， 注重考评的公平性和公正性。在绩效结果的应用环节强调充分激励的作用，对 于市场化业务给予明显高于非市场化业务的激励，体现出绩效管理的导向性和 充分激励原则。 为了确保新设计的绩效管理方案能够顺利的实施，对如何保障方案实施也进 行了具体的设计。主要包括组织保障、制度保障和人员保障。在组织上成立以 总经理负责的专门项目组，在制度上制定绩效管理的制度及配套的人力资源、 财务管理和经营控制等方面的相关制度。以确保政策的严肃性和持续性。引起 各级管理人员的重视、提高广大员工的工作积极性。 关键词： 绩效管理，绩效考评，汽车后市场III Abstract Performance Management Program Design for Automotive Aftermarket Staff in FAW Serivice&Trading Co.,Ltd. After the car sales auto after market refers to around a variety of services in the process of car use, it covers consumer to buy a car after all the services you need. With the rapid growth and development of car ownership in China rapidly, each big automobile group, social capital are in the field of auto after market for layout, increasingly fierce competition. Changchun First Automotive Service & Trading Co., Ltd. Is a wholly owned subsidiary of China First Automotive Works Group Co., Ltd., has the typical characteristics of state-owned enterprises. Its business areas for auto sales and auto after market business. To comprehensively consider the effect of macroeconomic policy and market environment, the company will be the future direction of the strategic focus of positioning in the development of auto after market business. Long suit the car after market business of the company is mainly composed of four major components: car rental business, used car business, vehicle maintenance and repair services and auto culture business. Every business in the field competition, in the face of competition in the car after market, the company decided to fully arouse the enthusiasm of employees by performance management, improve service attitude, improve service levels, and promote the competitiveness of the company as a whole. This article obtains from the theoretical research, the integrated use of literature analysis and field staff interview method to study the long clothing company car after market personnel performance management: according to the existing problems in performance management functions dispersed, unreasonable performance indicators set become a mere formality, loss of performance implementation, performance evaluation, performance results using cannot form effective incentive. After comprehensive analysis it is concluded that long clothing company car after market business did not form a reasonable and systematic performance management plan.IV Main reason mainly in three aspects: enterprise culture level, management level and staff level. In view of the problem, determine the effective promote the strategy implementation and the key work, the principles of openness, unified management, effective communication, and fully motivate five principles. From performance plans, performance implementation of performance evaluation, performance result feedback and applying several aspects made the long clothing company car after market staff performance management plan, the design process of new performance management program draws on the balanced scorecard, and the assessment of key performance indicators (kpis) performance management thoughts. Special attention in the process of performance plan, the rationality of the index set, must want to reflect to the company strategy and priority support, financial index and index of ability to ascend. On the performance of control should be normalized and institutionalized. Performance evaluation to a prior rule, pay attention to publicity. Advocate when dispute appraisal results fully communication solution, if necessary can lodge a complaint, pay attention to fairness and impartiality of the appraisal. Application link emphasised incentive effect, the results of performance in the market business, giving high proportion of incentives, reflects the performance management principles of guidance and sufficient incentives. In order to ensure that the new design scheme of performance management of the implementation, the long clothing company car after market personnel performance management solution how to ensure implementation also has carried on the detailed design. Mainly includes the organizational guarantee, system guarantee and personnel security. In organization established by the general manager is responsible for the special project team, in the system on the performance management system and form a complete set of human resources, financial management and control aspects of the relevant system design. In order to ensure the seriousness of the policy and sustainability. Cause the attention of all levels of management personnel, improve the staff's work enthusiasm. Keywords： Perfancement Management，Perfance Evaluation，Automotive AftermarketV 目 录 第 1 章 绪 论......................................................................................... 1 1.1 研究背景与意义 ............................................................................ 1 1.2 研究方法与内容 ............................................................................ 3 1.3 理论基础与文献综述 .................................................................... 4 第 2 章 长服公司汽车后市场人员绩效管理问题及成因分析 .......... 7 2.1 长服公司汽车后市场人员绩效管理现状.................................... 7 2.2 长服公司汽车后市场人员绩效管理中存在的问题.................. 10 2.3 长服公司汽车后市场人员绩效管理存在问题的成因分析...... 14 第 3 章 长服公司汽车后市场人员绩效管理方案............................. 17 3.1 长服公司汽车后市场人员绩效计划.......................................... 18 3.2 长服公司汽车后市场人员绩效实施.......................................... 27 3.3 长服公司汽车后市场人员绩效考评.......................................... 28 3.4 长服公司汽车后市场人员绩效结果反馈及应用...................... 30 第 4 章 长服公司汽车后市场人员绩效管理方案实施保障 ............ 36 4.1 绩效管理方案实施的组织与人员保障...................................... 36 4.2 绩效管理方案实施的制度保障 .................................................. 37 结 论 ..................................................................................................... 40