高密联通公司营销人员绩效考核现状及优化方案设计

分类号：学校代码：10426密级：学号：4014070072专业硕士学位论文PROFESSIONALMASTERDEGREETHESIS高密联通公司营销人员绩效考核现状及优化方案设计渠道管理优化研究作者：郑晓龙指导教师：刘广珠学科专业：工商管理专业代码：125100研究方向：组织行为与人力资源管理2016年6月5日高密联通公司营销人员绩效考核现状及优化方案设计摘要高密联通公司是潍坊联通公司的县级分公司，主要负责高密行政区域内的通信业务发展以及通信设施的建设。随着高密通信市场竞争的加剧，公司面临着利润不断下降、人工成本不断提升的压力，营销人员作为联通业务发展的主力军，只设计出更加与时俱进的绩效考核方案才能保障企业正常、稳步、持续的发展。本文通过公司调研及问卷调查的方式对高密联通营销人员进行了调查，通过调查发现原有绩效考核方案存在绩效考核指标复杂多样、绩效考核流程不完善、营销人员之间存在利益冲突、绩效考核对业务提升不明显等问题。绩效考核指标复杂多样影响了绩效考核的透明度、影响了营销人员的工作积极性；绩效考核流程不完善使绩效考核过程中缺乏绩效沟通、绩效反馈、绩效培训等相应环节，使各级领导及营销人员对绩效考核的目的与作用认识不够；利益冲突的出现，让营销人员在实际工作中出现矛盾，影响了公司的正常业务发展；绩效考核对业务提升不明显导致了营销人员绩效工资低，绩效工资低导致了高密联通营销人员离职率偏高。通过对高密联通绩效考核存在的问题及导致的结果进行分析，发现问题产生的主要原因是：企业体制制约了绩效考核工作的推进、员工身份不同对绩效考核的排斥、管理者及员工对绩效考核认识不充分、管理者对绩效考核的支持不够、绩效考核指标的叠加复用以及绩效考核改进与绩效反馈脱节。本文根据对问题原因的分析构建了积分形式的绩效考核模式。积分绩效考核模式能解决原绩效考核方案中考核指标繁琐复杂、考核结果不透明、考核结果无法提升销售人员职业技能等问题，而且积分绩效考核还具有统一量化所有考核指标、强调营销人员绩效考核参与性、加强了个人激励、避免了利益冲突、实现了绩效反馈与沟通等特点。为了保障积分绩效考核能够正常的实施运行，高密联通公司需要建立配套的薪酬管理机制、引进畅通的管理信息系统、完善营销人员培训及晋升制度、在企业文化中加强绩效考核的宣传等保障措施。最后围绕优化后的高密联通公司营销人员绩效考核方案做出结论并给予展望。关键词：联通公司高密市营销人员绩效考核薪酬管理GAOMIUNICOMSITUATIONANDOPTIMIZATIONOFPERFORMANCEAPPRAISALSCHEMEOFMARKETINGPERSONNELDESIGNCOMPANYABSTRACTGaomibranchofChinaUnicomofWeifangUnicomCompanybranchcompanyatcountylevel,themainresponsibilityiswithintheadministrativeareaofhighdensityofcommunicationbusinessdevelopmentandcommunicationsfacilitiesconstruction.Withthehighdensitycommunicationmarketcompetition,companiesarefacedwithdecliningprofits,laborcostrisingpressure.MarketingpersonnelasthemainforceofthedevelopmentofChinaUnicom,onlytodesignamoreprogresswiththetimesoftheperformanceappraisalprogramtoprotecttheenterprise'snormal,steadyandsustaineddevelopment.Thispaperbywayofcompanyresearchandquestionnairesurveytohigh-densityunicommarketingpersonnelwereinvestigated.Throughthesurveyfoundtheoriginalperformanceappraisalschemearecomplexanddiverseindicatorsofperformanceappraisal,performanceappraisalprocessisnotperfect,marketingpersonnelofconflictsofinterestandperformanceevaluationofbusinesspromotionisnotobvious.Thecomplexityanddiversityofperformanceappraisalindexleadstoaffectthetransparencyofperformanceappraisal,affectingthemarketingpersonnel'sworkenthusiasm;performanceappraisalprocessisnotperfectcausemarketingpersonnelatalllevelsofleadershipandforthepurposeofperformanceappraisalandtheroleofknowledgeisnotclear,theperformanceappraisalprocesslackofperformancecommunication,performancefeedback,performancetraininglinks;theemergenceofconflictsofinterest,letmarketerscontradictionsinthepracticalwork,theimpactofthecompany'snormalbusinessdevelopment;management;performanceappraisalofbusinessimprovementnotapparentinmarketingpersonnelperformancelowwage,lowpayforperformanceledtothehigh-densityunicommarketingstaffturnoverrateishigh.BytheresultsofGaomiUnicomproblemsexistedintheperformanceappraisalandtheresultsoftheanalysis,foundtheproblemthemainreasonis:enterprisesystemrestrictstheperformanceappraisalworkpropulsion,managersandemployeesonperformanceappraisal,theunderstandingisnotsufficient,themanagementarelesssupporttotheperformanceappraisalandemployeeIDdifferentofperformanceappraisalrejection,performanceappraisalindexofmultiplexsuperposed,performanceappraisalimprovementandperformancefeedbackoutoftouch.Inthispaper,basedontheanalysisofthecausesoftheproblemtobuildaperformanceappraisalmodelthroughtheintegrationof.Integralperformanceappraisalmodelcansolvetheperformanceappraisalprogrammeofassessmentindexistediousandcomplicated,examinationresultsofopaque,theevaluationresultcannotbeimprovedvocationalskillsofsalespersonnelandotherissuesandintegralperformanceappraisalalsohasuniformquantizationallassessmentindicators,emphasisonmarketingpersonnelperformanceappraisalparticipation,strengthenpersonalmotivation,avoidingconflictsofinterest,toachievetheperformancefeedbackandcommunicationcharacteristics.Inordertoguaranteetheintegralperformanceappraisaltothenormaloperation,thehighdensityofUniComcompanyneedtobuildsupportingsalaryallocationmechanism,introductionofmobilitymanagementinformationsystem,improvemarketingpersonneltrainingandpromotionsystem,incorporateculturetostrengthenperformanceappraisalofpublicityandsafeguardmeasures.AroundthefinaloptimizedGaomiunicommarketingstaffperformanceevaluationprogramtomakeconclusionsandgivetheprospectofthecompany.KEYWORDS：chinaunicomgaomicitymarketingpersonnelperformanceappraisalsalarymanagement目录1绪论.....................................................................................................11.1研究背景......................................................................................................................11.2研究目的与意义.........................................................................................................21.2.1研究目的.................................................................................................................21.2.2研究意义.................................................................................................................21.3文献综述.......................................................................