随着地方保护主义的打破，烟草行业开始自由竞争，烟草公司面临着重大 机遇与挑战。抢占市场份额、发展品牌高端化已成为新时期烟草公司的战略目 标。各个烟草公司都急需一支有活力、积极性高的营销队伍去取得新形势的先 手优势。S烟草公司营销中心作为S烟草公司的营销机构，经营压力日趋增大， 原有的绩效考核体系无法对员工起到强激励性。因此，对绩效考核体系的优化 成为S烟草公司经营优势化的必然要求。 本文以S烟草公司营销中心为例，主要解决的问题是烟草公司营销中心如 何科学公平对员工进行绩效考核，从而提高员工工作积极性进而提升S烟草公 司的整体绩效。首先根据绩效考核体系现状分析现存问题，然后针对现存问题 进行绩效考核体系满意度调查问卷，综合得出绩效考核体系存在以下问题：绩 效制度流于形式、绩效考核指标设置不合理、绩效考核结果的等级划分不合理、 绩效考核缺乏沟通及反愧考核结果的运用无法满足员工需求。针对上述问题 分析原因并对绩效考核体系提出优化方案。一是确定优化方案的依据与目标， 从源头上树立绩效管理、考核目标与经营目标一致性的理念。二是根据员工岗 位职责，结合S烟草公司的战略发展目标进行职能类、业务类员工的绩效考核 指标体系优化设计。三是针对两类员工的工作差异，对考核结果等级划分进行 优化。四是通过优化落实绩效沟通与反馈机制，加强绩效考核双向沟通，同时 增加绩效考核的公平性、公开性。五是结合S烟草公司实际，提出考核结果员 工轮岗的运用方案。最后，为了确保整个绩效考核体系优化方案的顺利实施， 提出实施理念、实施步骤，并在组织、流程、培训、薪酬等方面进行保障。 本文量化了烟草公司营销中心职能类员工的考核指标、协调了业务类员工 与公司战略目标的一致性，同时希望通过对S烟草公司营销中心员工绩效考核 体系的研究，为营销中心的发展带来帮助，也对行业内的其他企业起到一定的 参考意义。 关键词：烟草营销中心；绩效考核体系；绩效管理；胜任力模型； II AbStract Withthebreakingoflocalprotectionism，thetobaccoindustriesinitiatetheir campaignsforcompetingfreelyonopportunitiesandchallenges.Seizingmarket shareanddevelopinghigh-endbrandshavebecomethestrategicgoalsoftobacco companiesinthenewera.Eachtobaccocompaniesareinbadneedsofadynamicand highlymotivatedmarketingteamtoobtainthefirst-moveadvantageunderthenew circumstances.AsthemarketingagencyofSTobacco,themarketingcenterofS TobaccoCompanyhasbeencaughtinincrementalpressure.Theoriginalperformance evaluationsystemcannotprovidestrongincentivesforemployees.Therefore,the optimizationoftheperformanceappraisalsystemhasbecomeaninevitable requirementforSTobaccoCompanytooperateautonomously. ThisarticletakestheSTobaccoCompanyMarketingCenterassubject,andthe mainthemeishowtheTobaccoCompanyMarketingCenterconductsperformance evaluationofemployeesscientificallyandfairly,improvesemployees'passionfor work,strengthensteaminternalcommunicationandcollaborationtoenhancethe overallSTobaccoCompanyPerformance.First,analyzetheexistingproblems accordingtothepresentsituationofperformanceappraisalsystem,andthena performanceappraisalsystemsatisfactionquestionnairewasconductedforthe existingproblems.Finally,comprehensiveperformanceevaluationsystemexistcertain problemsasfollow:theperformancesystemisamereformality,thesettingof performanceevaluationindicatorsisunreasonable,theclassificationofperformance evaluationresultsisunreasonable,theperformanceevaluationlackscommunication andfeedback,andtheapplicationofevaluationresultcannotmeettheneedsof employees.Accordingoftheseproblems,Itakesomeoptimizationsforexisting system.Thefirstistodeterminethebasisandobjectivesoftheperformanceappraisal optimizationprogram,andestablishtheconceptofconsistencyofperformance management,performanceappraisalobjectivesandthecompany'sstrategicobjectives fromthesource.Thesecondistooptimizetheperformanceevaluationindexsystem offunctionalandbusinessemployeesaccordingtotheirjobresponsibilitiesandin III combinationwiththestrategicdevelopmentgoalofSTobaccoCompany,soasto makeitmoreincentiveforemployees.Third,inviewofthepostdifferencesbetween thetwotypesofemployees,weoptimizedtheclassificationofassessmentresults, increasedthe"excellent"leveltobuffertheresultclassificationofdifferentposts, definedthe"excellent"proportion,andcanceledthe"incompetent"proportion.Fourth, throughoptimizingtheimplementationofperformancecommunicationandfeedback mechanism,strengthenthetwo-waycommunicationofperformanceappraisal,and increasethefairnessandopennessofperformanceappraisal.Fifthly,inviewofthe phenomenonthatthe"incentive"ofperformanceappraisalresultsisnothigh, combinedwiththeactualsituationofstobaccocompany,thepaperputsforwardthe applicationschemeofemployeerotationofappraisalresults.Finally,inorderto ensurethesuccessimplementationoftheoptimizationschemeofthewhole performanceappraisalsystem,theimplementationconceptandstepsareproposed, andguaranteedintermsoforganization,process,trainingandsalary. Thisarticlequantifiestheevaluationindicatorsofthefunctionalemployeesof themarketingcenterofthetobaccocompany,andcoordinatestheconsistencyofthe businessemployeesandthecompany'sstrategicobjectives.Itishopedthatthe researchontheperformanceevaluationsystemofthemarketingcenteroftheS tobaccocompanywillhelpthedevelopmentofthemarketingcenter.Italsoservesas areferenceforothercompaniesintheindustry. Keywords:TobaccoMarketingCenter;PerformanceEvaluationSystem;performance management；CompetencyModel; IV 目录 第一章绪论.............................................................................................1 第一节研究的背景及意义...............................................................................1 一研究背景...............................................................................................1 二研究意义...............................................................................................1 第二节研究内容与框架结构...........................................................................2 一研究内容...............................................................................................2 二研究框架...............................................................................................2 第三节研究的理论基础与方法.......................................................................3 一研究的理论基础...................................................................................3 二研究的方法...........................................................................................3 第四节研究的特色...........................................................................................4 第二章S烟草公司营销中心的运作现状..............................................5 第一节S烟草公司及其营销中心简要概述....................................................5 第二节S烟草公司营销中心员工概况..............................................................6 一总体概况...............................................................................................6 二性别结构...............................................................................................6 三学历结构...............................................................................................6 四年龄结构...............................................................................................7 五员工概况分析.......................................................................................7 第三节S烟草公司营销中心员工绩效考核体系的现状................................8 一绩效考核主体.......................................................................................8 二绩效考核内容.......................................................................................8 三绩效考核结果及反馈...........................................................................9 四绩效考核结果运用...............................................................................9 第三章S烟草公司营销中心员工绩效考核体系存在的问题及原因11 第一节针对绩效考核体系现状进行问卷调查.............................................11 一问卷调查的目的.................................................................................11 二问卷的设计.........................................................................................11 三调查问卷.............................................................................................