大连理工大学专业学位硕士学位论文
摘
要
人是企业中最重要的资本，在企业选人、育人、用人、留人等环节上，人力资源管
理发挥着巨大的作用。绩效管理作为人力资源管理中不可或缺的一个环节，是推动企业
战略目标实现，促进企业经营规划达成的有效管理工具。随着绩效管理在国内的不断发
展，企业中对绩效管理的应用已经非常普遍，企业也逐渐认识到，没有完善的绩效管理
体系，就无法激发员工的主动性和工作激情。完善的绩效管理体系是组织提高竞争力的
重要路径，也是实现企业战略目标的关键工具。
本文研究的对象 A公司是一家以数据驱动的价值链房地产经纪公司，也是从传统经
纪行业向产业互联网转型比较成功的经纪公司，其业务包含二手房交易、新房交易、租
赁、金融等业务。在经纪行业中，销售人员是企业最核心的资源，也是企业能够持续发
展的基础。在 A公司，销售人员包括经纪人、商圈经理和营销总监，其中经纪人规模最
大。随着人员规模的增长以及外部环境的变化，A公司在销售人员绩效管理中的不足开
始逐渐显露出来，如何对销售人员绩效管理体系进行优化是当前 A公司面临的挑战。
本文基于 A房地产经纪公司的发展现状及销售人员的特点，通过对国内外绩效理论
和文献的梳理，结合深度访谈法和问卷调查法，对 A公司的销售人员进行了针对其绩效
管理体系的调研。通过对调研后的数据进行统计发现，A公司销售人员的绩效管理中存
在着考核指标未与公司战略目标强关联、绩效管理体系不健全、针对销售人员的绩效结
果应用单一、绩效激励作用不足等问题。
针对以上发现的问题，本文首先明确 A公司绩效管理体系的优化原则，该原则主要
考虑到销售岗位的特点来制定，其次明确了 A公司的战略目标，使用平衡计分卡和关键
绩效指标对各层级指标重新分解，通过建立战略导向型指标体系，健全绩效管理流程，
完善绩效结果的全面应用，提高绩效管理的激励作用四个方面进行优化，重新设计适用
于 A公司销售人员的绩效方案。最后，从组织、制度、文化等方面对绩效体系的优化提
供支持和保障，来确保优化后的绩效方案能够落地实施，提高对销售人员的激励性。
关键词：房地产经纪公司；销售人员；绩效管理；优化设计
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A房地产公司销售人员绩效管理体系优化研究
Study on the optimization of performance management system of
salesmen in A company
Abstract
People are the most important capital in enterprises. Human resource management plays a
great role in selecting, educating, employing and retaining people. As an indispensable link in
human resource management, performance management is an effective management tool to
promote the realization of enterprise strategic objectives and the achievement of enterprise
business planning. With the continuous development of performance management in China, the
application of performance management in enterprises has been very common. Enterprises
have gradually realized that without a perfect performance management system, employees'
initiative and work enthusiasm can not be stimulated. A perfect performance management
system is not only an important path for organizations to improve their competitiveness, but
also a key tool to achieve enterprise strategic objectives.
The object of this thesis is a data-driven value chain real estate brokerage company. It is
also a successful brokerage company in the transformation from traditional brokerage industry
to industrial Internet. Its business includes second-hand housing transaction, new housing
transaction, leasing, finance and so on. In the brokerage industry, sales personnel are not only
the core resource of the enterprise, but also the basis for the sustainable development of the
enterprise. In company a, sales personnel include brokers, business district managers and
marketing directors, among which brokers are the largest. With the growth of personnel scale
and the change of external environment, the shortcomings of company a in sales personnel
performance management begin to appear gradually. How to optimize the sales personnel
performance management system is the challenge faced by company A.
Based on the development status of a real estate brokerage company and the
characteristics of sales personnel, this thesis investigates the sales personnel of a company
according to their performance management system by combing the relevant performance
theories and literature at home and abroad, combined with in-depth interview and questionnaire
survey. Through the statistics of the survey data, it is found that there are some problems in the
performance management of the sales personnel of company a, such as the evaluation
indicators are not strongly related to the company's strategic objectives, the performance
management system is not perfect, the application of single performance results for the sales
personnel, the lack of performance incentive and so on.
In view of the above problems, this thesis first defines the optimization principle of the
performance management system of company a, which is mainly formulated taking into
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大连理工大学专业学位硕士学位论文
account the characteristics of sales posts. Secondly, it defines the strategic objectives of the
company, re decomposes the indicators at all levels by using the Balanced Scorecard and key
performance indicators, and improves the performance management process by establishing a
strategy oriented index system, Improve the comprehensive application of performance results,
improve the incentive effect of performance management, and redesign the performance
scheme suitable for the salesperson of company A. Finally, support and guarantee the
optimization of the performance system from the aspects of organization, system and culture,
so as to ensure that the optimized performance scheme can be implemented and improve the
incentive to sales personnel.
Key Words：Real estate agency; Salesman; Performance management; Optimal design
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