绩效考核也被称为工作成果测评，企业在制定具有针对性的硬性指标时，通过各种 合理高效的手段达成制定的生产经营目标，准确判断企业的经营情况和员工的工作现状 的评价方法。 本文主要对J汽车销售服务有限公司的绩效考核实施案例进行研究，明确了员工的 绩效考核结果可以反馈员工的工作状态，方便企业及时调整管理策略，引导员工改进工 作方法，提高工作积极性和忠诚度，最后实现企业的发展目的。根据J汽车销售服务有 限公司的发展战略，在了解员工绩效考核数据的情况下，对J公司的绩效考核实施方案 指出具体不足，从而找到优化的办法。首先，收集J公司的绩效考核数据进行对比研究， 再结合目前的实施现状进行探析,指出目前J公司绩效考核中比较明显的不足之处（例 如，目前公司的绩效考核还没有全面推广实施，且比较重视个人的绩效考核成绩，忽略 了团队合作可以带来的绩效优势。没有根据不同部门制定绩效考核的针对性考核指标， 不能体现出不同岗位的职能优势。绩效考核的大多数指标缺乏实用性，也缺失对客户方 面的考核指标。绩效考核的奖励机制只有绩效薪酬，没有为员工的职业发展提供培训、 晋升等考核奖励，采取的考核措施对员工的工作状态不能起到激励作用等）。借鉴KPI 指标体系的思想，可以较好解决这些问题,进一步优化J公司的员工绩效考核，可以从 绩效考核实施的准备、绩效考核实施的培训、绩效考核实施的反馈、绩效考核实施的 管理和申诉等方面出发，确保提出的优化方案针对性强，提高员工的工作效率，并且针 对员工工作内容设置有效的考核指标，通过指标的完成度可以准确体现员工的工作绩 效，提出了针对性的优化改进建议。 总之，本篇论文在调查J公司员工绩效考核真实情况的基础上，对员工绩效考核中 出现的不足和漏洞，参考了人力资源管理和绩效考核的理论依据，并结合汽车行业的工 作特点和顾客情况，在公司原有的绩效考核基础结构上，科学合理的修改及完善公司员 工的绩效考核，充分激发公司员工的工作热情，可以更好地提高公司的经济效益。 关键词：J汽车销售服务有限公司；绩效考核；优化策略 RESEARCHONOPTIMIZATIONOFEMPLOYEE PERFORMANCEAPPRAISALINJAUTOMOBILESALES ANDSERVICECO.,LTD ABSTRACT Performanceevaluationisalsocalledworkachievementevaluation.Whenanenterprise formulatestargetedhardindicators,itachievestheformulatedproductionandoperation objectivesthroughvariousreasonableandefficientmeans,andaccuratelyjudgesthe operationsituationoftheenterpriseandtheworkstatusofitsemployees. Thisarticlemainlystudiestheperformanceappraisalimplementationcaseofj automobilesalesserviceco.,ltd.itisclearthattheperformanceappraisalresultsofemployees canfeedbacktheworkingstatusofemployees,facilitateenterprisestoadjustmanagement strategiesintime,guideemployeestoimproveworkingmethods,improveworkenthusiasm andloyalty,andfinallyrealizethedevelopmentgoalofenterprises.Accordingtothe developmentstrategyofJAutomobileSalesServiceCo.,Ltd.,undertheconditionofknowing theemployeeperformanceappraisaldata,thespecificdeficienciesofJCompany's performanceappraisalimplementationplanarepointedout,soastofindanoptimizedmethod. Firstofall,collectJcompany'sperformanceappraisaldataforcomparativestudy,andthen analyzeitincombinationwiththecurrentimplementationstatus,pointingouttheobvious deficienciesinJcompany'sperformanceappraisal(forexample,atpresent,thecompany's performanceappraisalhasnotbeenfullypromotedandimplemented,andmoreemphasisis placedonindividualperformanceappraisalresults,ignoringtheperformanceadvantagesthat teamcooperationcanbring.Thereisnospecificassessmentindexforperformance assessmentaccordingtodifferentdepartments,whichcannotreflectthefunctionaladvantages ofdifferentpositions.Mostoftheindicatorsofperformanceappraisalarelackof practicabilityandlackofevaluationindicatorsforcustomers.Therewardmechanismfor performanceappraisalisonlyperformancesalary,whichdoesnotprovidetraining,promotion andotherappraisalrewardsforemployees'careerdevelopment,andtheadoptedappraisal measurescannotplayanincentiveroleforemployees'workingconditions,etc.).Learning fromtheideaofKPIindexsystem,wecanbettersolvetheseproblemsandfurtheroptimizeJ Company'semployeeperformanceappraisal.Wecanstartfromtheaspectsofpreparationfor performanceappraisalimplementation,trainingforperformanceappraisalimplementation, feedbackforperformanceappraisalimplementation,andguaranteeforperformanceappraisal implementation,focusingonthethreefactorsofsystemimprovement,incentivemeasures, andmanagementguarantee,toensurethattheproposedoptimizationschemeiseffectiveand improvetheemployee'sworkefficiency.Furthermore,wecansetupeffectiveappraisal indicatorsfortheemployee'sworkcontent.Throughthecompletionofindicators,wecan accuratelyreflecttheemployee'sworkperformanceandputforwardtargetedoptimizationand improvementsuggestions. Inshort,onthebasisofinvestigatingtherealsituationofJCompany'semployee performanceappraisal,thispaperreferstothetheoreticalbasisofhumanresources managementandperformanceappraisalforthedeficienciesandloopholesintheemployee performanceappraisal,andcombinestheworkingcharacteristicsandcustomerconditionsof theautomobileindustry,scientificallyandreasonablymodifiesandimprovesthecompany's employeeperformanceappraisalonthebasisofthecompany'soriginalperformanceappraisal infrastructure,fullystimulatesthecompany'semployee'sworkingenthusiasm,andcanbetter improvethecompany'seconomicbenefits. KEYWORDS:JAutoSalesServiceCo.,Ltd.；Performanceappraisal； Optimizationstrategy 目录 摘要.........................................................................................................................................I ABSTRACT...................................................................................................................................II 第1章绪论 1.1问题的提出..........................................................................................................................7 1.2研究的意义..........................................................................................................................8 1.3研究的现状..........................................................................................................................8 1.4研究的方法........................................................................................................................12 1.4.1文献研究法....................................................................................................................12 1.4.2数理统计法....................................................................................................................12 1.4.3问卷调查法....................................................................................................................12 1.5本文的章节安排................................................................................................................12 第2章绩效考核的理论基础 2.1绩效考核的内涵................................................................................................................14 2.2绩效考核在销售行业的应用及岗位职责权限................................................................14 2.3汽车销售行业特点及未来发展趋势对员工的要求........................................................15 2.4绩效考核的主要方法........................................................................................................16 第3章J汽车销售服务有限公司简介及绩效考核现状分析 3.1J汽车销售服务有限公司简介........................................................................................17 3.1.1公司概括........................................................................................................................17 3.1.2公司结构........................................................................................................................17 3.2公司绩效考核的具体实践................................................................................................20 3.2.1考核过程........................................................................................................................20 3.2.2员工反馈........................................................................................................................20 3.3现有绩效考核存在问题....................................................................................................26 3.3.1绩效考核主观性过强..................................