单位代码：10484
编 号：
密级：公 开
硕士 学 位 论 文
论 文 题 目： KX 医药公司销售人员绩效管理优化研究
学科、专业名称： 工商管理
研 究 方 向：人力资源管理
申 请 学 位 类 别 ： 工商管理硕士
申 请 人 姓 名 ： 董建华
导师姓名、职称：张保仓讲师
校 外 导 师：
定 稿 时 间： 2022 年 5 月
中国·郑州河南财经政法大学硕士学位论文
摘 要
十三五期间，药品流通行业结构调整、产业升级加快，行业规模持续扩大，
但是行业发展不平衡、不充分的问题仍然存在。在十四五期间，药品流通企业还
需要从多方面着手来加强自身的建设，如完善人才结构及梯队建设，重视对各岗
位的培训，以及适应新型领域与业务的需求。总而言之，在未来的竞争中，销售
人员将成为医药流通企业差异化竞争中的重要影响因素。而企业建立合理的考核
制度，不仅可以了解销售人员在工作中的表现和效率，还可以督促员工积极工作，
提升公司效益和竞争力。因此，本文以KX 医药公司销售人员为研究对象，运用
绩效管理理论，对现行绩效管理体系进行优化。
本文通过分析目前 KX 医药公司销售人员绩效管理的现状，结合文献分析
法、调查问卷法和案例研究的研究方法，设计调查问卷结构，选择问卷调查样本
对象。通过对数据的收集、汇总和分析，发现目前 KX 医药公司销售人员绩效管
理存在绩效计划制定不科学、实施辅导不到位、考核指标设计不合理、缺乏反馈
渠道、结果运用不充分这五个问题。在此基础上，围绕绩效管理过程的五个环节，
对 KX 医药公司销售人员的绩效管理进行整体优化，分别针对计划阶段的流程和
指标、实施阶段的沟通和辅导、评估阶段的标准和周期、改进阶段的反馈和面谈、
应用阶段的应用维度进行了整体优化。同时，为了保障优化后的绩效管理可以持
续有效地实施，制定了组织保障、文化保障、培训机制保障和沟通机制保障四大
措施。
本文针对KX 医药公司销售人员目前绩效管理存在的问题，提出了有针对性
的整体优化设计方案。通过优化后的绩效管理方案,系统性地对销售人员进行评
估和培养，促进销售人员的自身发展，进而提升销售人员的绩效，提升公司在行
业中的竞争力，确保公司十四五战略规划有效落地。
关键词：医药公司；销售人员；绩效管理；绩效考核
I河南财经政法大学硕士学位论文
Abstract
During the 13th Five-Year Plan period, the pharmaceutical distribution industry
has been restructured, industrial upgrading has been accelerated and the scale of the
industry has continued to expand, but the problem of unbalanced and insufficient
development of the industry still exists. During the 14th Five-Year Plan period,
pharmaceutical distribution companies will need to strengthen themselves in many
ways, such as improving the structure and ladder of talents, emphasising training for
various positions, and adapting to the needs of new fields and businesses. In short, in
the future, sales staff will become an important factor in differentiating
pharmaceutical distribution companies. And by establishing a reasonable appraisal
system, companies can not only understand the performance and efficiency of their
sales staff at work, but also urge their employees to work actively to enhance the
company;s effectiveness and competitiveness. Therefore, this paper takes KX
Pharmaceuticals; sales staff as the object of study and applies performance
management theory to optimise the current performance management system.
This paper analyses the current situation of the performance management of sales
staff in KX Pharmaceutical Company, combines the research methods of literature
analysis, questionnaire and case study, designs the questionnaire structure and selects
the sample subjects for the questionnaire survey. Through collecting, summarising and
analysing the data, it is found that there are five problems in the performance
management of KX Pharmaceutical Company;s sales staff: unscientific performance
plan formulation, inadequate implementation coaching, unreasonable assessment
index design, lack of feedback channels and inadequate application of results. On this
basis, the overall performance management of KX Pharmaceuticals; sales staff was
optimised around five aspects of the performance management process, focusing on
the process and indicators in the planning stage, communication and coaching in the
implementation stage, criteria and cycles in the evaluation stage, feedback and
interviews in the improvement stage, and application dimensions in the application
stage. At the same time, in order to ensure that the optimised performance
management can be implemented in a sustainable and effective manner, four major
measures have been developed: organisational guarantee, cultural guarantee, training
II
河南财经政法大学硕士学位论文
mechanism guarantee and communication mechanism guarantee.
This paper addresses the current performance management problems of KX
Pharmaceuticals; sales force and proposes a targeted overall optimisation design.
Through the optimised performance management plan, the sales force will be
systematically evaluated and trained to promote their own development, thereby
improving their performance, enhancing the company;s competitiveness in the
industry and ensuring the effective implementation of the company;s 14th Five-Year
Plan.
Key words: Pharmaceutical Company; Sales Personnel; Performance
Management; Performance Appraisal
III
河南财经政法大学硕士学位论文
目录
摘 要 ....................I
Abstract ................ II
1 绪论 .................... 1
1.1 研究背景及意义 .................. 1
1.1.1 研究背景 ............. 1
1.1.2 研究意义 ............. 2
1.2 研究方法 ................ 2
1.3 研究内容与框架 .................. 3
1.3.1 研究内容 ............. 3
1.3.2 技术路线 ............. 3
2 理论基础与文献综述 ............. 5
2.1 概念界定 ................ 5
2.1.1 销售人员 ............. 5
2.1.2 绩效 .............. 5
2.1.3 绩效管理 ............. 6
2.2 绩效管理理论 ............... 8
2.2.1 目标管理理论 ............ 8
2.2.2 期望理论 ............. 9
2.2.3 公平理论 ............. 9
2.3 国内外研究综述 ................ 10
2.3.1 国外研究综述 ................. 10
2.3.2 国内研究综述 ................. 11
2.3.3 文献述评 .................. 13
3 KX 医药公司销售人员绩效管理现状分析 ........... 14
3.1KX 医药公司概况 .............. 14
3.2KX 医药公司销售人员职能描述 ........... 15
3.3 KX 医药公司销售人员现有绩效管理方案 ........ 16
4 KX 医药公司销售人员绩效管理问题及原因分析 ...... 21
4.1 销售人员绩效管理评价 ........... 21
IV