本文選題：家紡企業(yè)　切入點(diǎn)：銷售崗位　出處：《南京理工大學(xué)》2013年碩士論文

【摘要】：面對(duì)競(jìng)爭(zhēng)激烈且快速變化的經(jīng)營(yíng)環(huán)境,人力資源管理在企業(yè)戰(zhàn)略目標(biāo)實(shí)現(xiàn)的過程中發(fā)揮著愈來愈重要的作用。而績(jī)效管理作為人力資源體系的核心模塊,更是成為激勵(lì)、甄別和發(fā)展核心人才的關(guān)鍵所在。但是,往往因缺乏管理工具和管理經(jīng)驗(yàn),使得企業(yè)在實(shí)施績(jī)效管理的過程,出現(xiàn)了種種問題而影響了績(jī)效管理的推進(jìn)效果。 本文以N家紡企業(yè)為研究對(duì)象,深入分析了該企業(yè)銷售部門主要職能、銷售崗位主要工作職責(zé)以及銷售崗位績(jī)效考核指標(biāo)的運(yùn)用現(xiàn)狀。接著,從遵循績(jī)效指標(biāo)設(shè)計(jì)原則的角度,提出了銷售崗位績(jī)效考核指標(biāo)設(shè)計(jì)中存在的問題,并從現(xiàn)行績(jī)效指標(biāo)體系中存在的障礙和可克服性兩個(gè)方面來提出改進(jìn)建議。隨之,以解決存在問題為導(dǎo)向,理清了N家紡企業(yè)銷售崗位績(jī)效指標(biāo)的設(shè)計(jì)思路。 首先,基于平衡計(jì)分卡(BSC)的方法,對(duì)N家紡企業(yè)的愿景、戰(zhàn)略目標(biāo)進(jìn)行了厘清,并據(jù)此繪制戰(zhàn)略地圖以獲得公司級(jí)關(guān)鍵績(jī)效指標(biāo)。其次,根據(jù)戰(zhàn)略目標(biāo)和公司級(jí)指標(biāo),分解出與部門使命緊密相聯(lián)的部門級(jí)關(guān)鍵績(jī)效指標(biāo)。再次,對(duì)部門級(jí)指標(biāo)進(jìn)行分解和細(xì)化后獲得銷售崗位KPI指標(biāo)。并且,結(jié)合銷售崗位工作特征,借用勝任力模型設(shè)計(jì)出績(jī)效指標(biāo),即采用結(jié)果型、品質(zhì)型與行為型指標(biāo)相結(jié)合的方式,對(duì)銷售人員的績(jī)效進(jìn)行全面、科學(xué)的評(píng)估。最后,針對(duì)新設(shè)計(jì)指標(biāo)的具體內(nèi)容進(jìn)行改進(jìn)方案的列舉和解析。
[Abstract]:In the face of fierce competition and rapidly changing business environment, human resources management plays an increasingly important role in the process of enterprise strategic target realization. Performance management is the core module of the human resource system, is becoming a key incentive, screening and development of core talents. However, often due to lack of management tools and management experience in the implementation process of performance management, there are all sorts of problems and the influence of the promoting effect of the performance management.
In this paper, N textile enterprises as the research object, in-depth analysis of the main functions of the Sales Department of enterprises, the current situation of the use of sales job responsibilities and sales performance evaluation index. Then, from the perspective of performance indicators follow the design principles, puts forward the existing design of sales performance evaluation index of the problem, and from the current performance index the system can overcome the obstacles and two aspects to put forward suggestions for improvement. Then, in order to solve the problem oriented, clarify the design idea of sales positions N textile enterprise performance indicators.
First of all, based on the Balanced Scorecard (BSC) method of N textile enterprise vision, strategic objectives are clarified, and then draw a strategy map to obtain the company level key performance indicators. Secondly, according to the strategic objectives and company level indicators, and the Department of mission decomposition inseparated departmental key performance indicators., decomposition and refinement of the department level index obtained after sales KPI index. And, combined with job characteristics, use the competency model of the design of performance indicators, namely the result type, quality type and behavior index combining way of sales staff performance to conduct a comprehensive, scientific assessment. Finally, improvements of lists and analysis according to the specific content of the new design indexes.

【學(xué)位授予單位】：南京理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F426.81

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