绩效考核作为企业绩效管理中的中坚部分，是绩效管理不可缺少的必要环 节，在企业人力资源管理活动中起到举足轻重的作用，一个适用于本企业并且能 够行之有效的绩效考核方案己经越来越受到企业管理者的重视。就企业员工而 言，能够真实反映工作进度以及成效，有利于提高员工工作积极性，对于企业而 言，能够及时对员工给予奖励，也有利于企业战略目标的实施，增强企业竞争力 以及内部凝聚力。 为了企业能够在市场中占据一定地位，并逐步发展壮大，使绩效考核发挥出 本应该有的作用，本文通过到青岛啤酒甘肃销售分公司内部，对各部门人员通过 发放调查问卷、了解访谈等方式，根据企业目前员工离职率高、绩效考核不能准 确反映工作情况等问题，分析了解青岛啤酒甘肃销售分公司绩效考核现状，找出 在实际运行中的漏洞以及改进方法，采用关键绩效指标( KPI)等绩效管理理论和 方法，对该公司目前存在的绩效考核体系进行优化改进，重新建立了一套较为科 学合理、实用性强的绩效考核体系，同时设计了相应的配套措施帮助新的绩效考 核体系有效实施。 新的绩效考核体系优化了企业管理活动，有助于企业管理者更好地认识经营 管理活动中存在的不足，不断改进管理方式，提升绩效管理水平，对本企业和其 他类似企业的绩效管理活动具有一定的理论和实践指导意义。 关键词：青岛啤酒甘肃销售分公司，绩效考核体系，改进III Abstract Performance appraisal, as the backbone of enterprise performance management, is an indispensable part of performance management and plays a pivotal role in enterprise human resources management activities. An effective performance appraisal scheme applicable to the enterprise has been paid more and more attention by the enterprise managers. As far as the enterprise employees are concerned, they can truly reflect the progress and effectiveness of the work, which is conducive to improving the enthusiasm of employees. For the enterprise, they can timely reward employees, and it is also conducive to the implementation of the enterprise's strategic goals, enhancing the competitiveness of the enterprise and internal cohesion. In order for enterprises to occupy a certain position in the market and gradually develop and grow, it is the performance evaluation that should have played a role. This article tries to pass through the internal sales branch of Qingdao Beer Gansu, through the issuance of questionnaires and interviews with personnel of various departments. According to the problems of high turnover rate of employees and inaccurate performance appraisal, this paper analyses the current situation of performance appraisal in Qingdao Beer Gansu Sales Branch, finds out the loopholes and improvement methods in the actual operation, adopts performance management theories and methods such as Key Performance Indicators (KPI), optimizes and improves the existing performance appraisal system of the company, and re-establishes the existing performance appraisal system of Qingdao Beer Gansu Sales Branch. A set of scientific, reasonable and practical performance appraisal system has been established, and corresponding supporting measures have been designed to help the new performance appraisal system to be implemented effectively. The new performance appraisal system has optimized enterprise management activities and helped enterprise managers to better understand the shortcomings in business management activities, continuously improve management methods, and improve performance management. It has a certain theoretical and practical significance to the performance management activities of the enterprise and other similar enterprises.IV Keywords: Tsingtao Beer Gansu Sales Company ， Performance appraisal system，ImproveV 目 录 中文摘要................................................II Abstract ............................................... III 第一章 绪论 .............................................1 1.1 研究背景....................................................1 1.2 研究意义....................................................2 1.3 研究思路和方法..............................................3 1.3.1 研究思路................................................3 1.3.2 研究方法................................................4 第二章 绩效考核理论概述 .................................5 2.1 绩效和绩效考核..............................................5 2.1.1 绩效....................................................5 2.1.2 绩效考核................................................5 2.2 绩效考核体系的发展与研究....................................6 2.3 绩效考核的主要方法..........................................7 2.3.1 360 度绩效考核法 ........................................7 2.3.2 关键绩效指标法..........................................8 2.3.3 平衡计分卡..............................................9 2.4 激励理论...................................................10 第三章 青岛啤酒甘肃销售分公司现状分析 ..................12 3.1 青岛啤酒甘肃销售分公司概况.................................12 3.2 青岛啤酒甘肃销售分公司组织架构.............................13 3.3 青岛啤酒甘肃销售分公司人力资源状况.........................13 3.4 青岛啤酒甘肃销售分公司现有绩效考核现状.....................16VI 3.4.1 现有绩效考核制度的实施.................................16 3.4.2 公司员工对于现存绩效考核满意度的调查...................17 3.4.3 主要存在问题分析.......................................21 第四章 青岛啤酒甘肃销售分公司绩效考核体系改进 ..........24 4.1 绩效考核体系的改进思路和原则...............................24 4.1.1 绩效考核体系的改进思路.................................24 4.1.2 绩效考核的设计原则.....................................25 4.2 职能部门绩效考核体系的搭建.................................26 4.2.1 职能部门经理人员考核...................................26 4.2.2 职能部门其他人员考核...................................28 4.3 销售团队绩效考核体系的搭建.................................29 4.3.1 城市大区经理考核.......................................29 4.3.2 区域经理考核...........................................31 4.3.3 市场督导考核...........................................33 4.3.4 业务代表考核...........................................35 第五章 绩效考核实施过程中的改进策略 ....................39 5.1 加强绩效沟通...............................................39 5.1.1 建立绩效面谈制度.......................................39 5.1.2 建立绩效申诉制度.......................................41 5.2 开展激励措施保障...........................................43 5.2.1 职能部门绩效优化淘汰措施...............................43 5.2.2 城市大区经理、区域经理绩效优化淘汰措施.................43 5.3 开展绩效考核辅导方面的专项培训.............................44 5.4 注重企业文化建设和人文关怀.................................45 第六章 结束语 ..........................................47