ZG有限公司销售员工绩效管理研究

摘要

进入二十一世纪以来，我国在经济发展方面取得了优越的成绩。但是，企业间竞争日趋激励，人力资源优势是企业获得竞争优势的重要前提和集中体现，管理者们也越来越重视现在人力资源管理的思想和方法。管理者最重要的工作之一就是评估和改善员工的绩效。为了达到有效的目的，管理者必须与员工一起进行评估，并且开发成持续的、贯穿全年的管理风格 [1]。

本文以中光学有限公司为研究对象，介绍该公司销售人员的绩效管理现状，进而分析其存在的问题及原因。然后，根据中光学有限公司的发展规划与销售人员绩效管理的重点，结合绩效管理理论，对中光学有限公司销售人员绩效管理进行再设计，以期提高公司销售人员和的绩效，并对同类型企业有普遍的指导意义。

关键词：绩效管理；绩效考核；销售人员

Abstract

since entering the 21st century, China has made remarkable achievements in economic development. However, he competition between enterprises has become increasingly incentive, human resource is the important precondition for enterprises to achieve competitive advantage and concentrated reflection, administrators now pay more and more attention to human resource management ideas and methods. One of the most important roles managers play is in assessing and improving the performance of their employees. But in order to be effective, supervisors must integrate staff appraisal and development into a continuous, year-round management style[1]. 

In this paper, the Costar Limited Company as the research object, introduces the company's sales staff performance management present situation, and the analyzes the existing problems and the reasons. Then, according to the development of the Costar Limited Company in planning and the focus of the sales staff performance management, with the performance management theory, the Costar Limited Company sales staff performance management in the design again, so as to enhance the performance of company sales personnel, and has a universal significance to the same type enterprise. 

Key words: Performance Management，PerformanceAssessment，Sales Staff 

目    录

摘要.....................................................1

Abstract.................................................1

前言.....................................................1

一、 绪论................................................2

（一）概况.............................................2

1.绩效概述...............................................................2

2.绩效管理概述...........................................................2

3.中光学有限公司简介.....................................................2

（二）国内外研究综述...................................2

（三）研究意义..........................................4

1.研究的内容与方法......................................................4

          2.研究的目的与意义......................................................4

二、中光学有限公司销售人员绩效管理现状....................5

（一）绩效管理主体......................................5

（二）绩效管理周期......................................5

（三）绩效管理指标......................................5

   （四）绩效管理结果运用..................................5

三、中光学有限公司销售人员绩效管理存在的问题..............6

（一）缺乏绩效管理意识..................................6

（二）绩效管理缺乏公正性................................6

（三）绩效管理体系内涵缺失..............................6

（四）绩效管理指标不科学................................6

   （五）绩效考核结果应用范围过于局限......................7

四、中光学有限公司绩效管理制度存在问题的建议..............8

（一）明确绩效管理的原则........................。。。..8

（二）明确绩效管理的思路.......................。。。。...8

（三）明确绩效管理的对策...................。。。。.......9

五、结语.................................................10

六、 参考文献............................................11