sk公司銷售人員績效管理體系設(shè)計(jì)(存儲(chǔ)版)
【正文】 egic thinking, the examination cycle time and unreasonable, irrational assessment criteria, such as performance management system is less than perfect. These problems are now the pany had not conducive to team building, new employees resulting in a heavy loss against the enthusiasm of staff and other adverse effectsThrough the diagnosis of the problem, we can in the design of new sales staff in the process of performance management system targeted, focused. Performance management system design methods used for management by objectives, key performance indicators, the Balanced Scorecard. Target Management Act is a systems management approach is a dynamic management methods, it will be able to personal goals and anizational goals anically integrate, and reach consensus, thus reducing employees busy, but doing things with anizational goals without coherent。s strategic resources. On the one hand, stems from the nature of modern society knowledge and information society, on the other hand has e from the human resources of it is a dynamic resources, and that its economic management and to play a leading role at the centre of. It launched, use, manipulation, control of other resources, other resources are reasonable and effective development, deployment and use。這些都 有 待于在以后的實(shí)踐中發(fā)現(xiàn)問題進(jìn)而解 決問題 ,為進(jìn)一步完善績效管理體系做好充分的準(zhǔn)備。目標(biāo)管理是一種系統(tǒng)管理方法 ,是具有活力的管理方法 ,它能夠 把個(gè)人目標(biāo)和組織目標(biāo)有機(jī)地結(jié)合起來 ,達(dá)到一致 ,從而減少員工們忙忙碌碌 , 但所做的事與組織目標(biāo)毫不相干的情況 。 SK 公司面向的是政府、自來水公司、供電局、燃?xì)夤尽崃竞头康禺a(chǎn)商 這樣的強(qiáng)勢客戶 ,并且在銷售過程中直接與競爭對(duì)手短兵相接 ,工作難度非常 大 ,對(duì)銷售員的要求也非常高。正因?yàn)槿绱?,維持與提升組織人力資源的質(zhì)量就成為組織持續(xù) 經(jīng)營與發(fā)展的關(guān)鍵因素。過去企業(yè)間競爭的是產(chǎn)品、質(zhì)量、服務(wù) ,如今 ,更強(qiáng)調(diào)的是知識(shí)技能 ,是 學(xué)習(xí)能力和創(chuàng)新能力。SK 公司銷售人員績效管理體系設(shè)計(jì) 專業(yè)碩士學(xué)位論文 THESIS OF PROFESSIONAL MASTER DEGREE 論文題目 : SK 公司銷售人員績效管理體系設(shè)計(jì) ( 英文 ):The performance management systemdesign of SK Company marketing 作 者 : 王 佳 指導(dǎo)教師 : 王偉 副教授 2020 年 3 月 31 日 論文題目 : (中文 )SK 公司銷售人員績效管理體系設(shè)計(jì) (外 文 ) The performance management system design of SK Company marketing 所在院、系、所 : 商學(xué)院專 業(yè) 名 稱 : 工商管理碩士指 導(dǎo) 教 師 姓 名、職 稱 : 王偉 副教授論 文 主 題 詞 : 銷售人員 。 簽名 :王佳 導(dǎo)師簽名 : 王偉 日期 :2020058 中文摘要 2020 年 11 月 10 日 ,中國經(jīng)過 15 年的努力 ,終于加入世界貿(mào)易組織 WTO, 加入 WTO 后 ,我國的企業(yè)面臨的是前所未有的機(jī)遇 ,同時(shí)也是深刻的競爭與挑 戰(zhàn)。整體而言 ,人力資源是一個(gè)組 織系統(tǒng)的動(dòng)力。要想生存 并且繼續(xù)發(fā)展下去 ,SK 公司不僅要保住北京的地盤 ,還要大力開拓外地市場。設(shè)計(jì)績效管理體系的常用方法有目標(biāo)管理、關(guān)鍵績 效指標(biāo)、 平衡計(jì)分卡。但是在實(shí)施過程中 ,由于認(rèn)識(shí)上的誤差使新體系在運(yùn)行中遇到了 一些阻力 ,沒有達(dá)到昀佳結(jié)果?？冃Ч芾眢w系 Abstract After 15 years of hard work, China access to the World Trade Organization WTO in the November 10, 2020. After joining the WTO, Chinese enterprises are faced with unprecedented opportunities, but also profound petition and challenges. Past petition among enterprises is the products, quality, service, and now, more emphasis on the knowledge and skills of the petition, learning ability, petitiveness and innovation capability. In order to win the fierce petition, enterprises must effectively develop and use their own resources to build their core petitiveness. In an anization, the resources have their own importance, but human resources is even more important. The human resources bee the modern society and anization39。s survival and SK developmentThe purpose of this study by theoretical analysis and empirical study on the method of bining first SK pany sales performance management system made of the status quo. Research found that the pany39?？冃Ч芾碜鳛楝F(xiàn)代人力資源管理的核 心 ,昀重要的意義在于通過持續(xù)關(guān)注員工 的績效以及組織的績效 ,將溝通和反 饋貫穿于績效管理的始終 ,實(shí)現(xiàn)員工績效的提升和企業(yè)管理的改善。 ① MicSKael Armstrong, Angela Barnol. Performance Management. London: Cromwell Press, 1998,8~12 1SK 公司銷售人員績效管理體系設(shè)計(jì) 本文擬用績效管理的思想對(duì) SK 公司銷售人員績效管理體系進(jìn)行重新設(shè)計(jì) , 以提高銷售人員努力工作的程度、挖掘其潛能、保證銷售人員的團(tuán)隊(duì)穩(wěn)定性 , 并對(duì)有能力的銷售人員進(jìn)行及時(shí)、有效激勵(lì) ,吸引優(yōu)秀人才、減少人才流失 , ① 提高公司的銷售業(yè)績 ,從而更大程度實(shí)現(xiàn)公司目標(biāo)。對(duì) SK 公司銷售中心績效管理存在的問題進(jìn) 行了深入的研究 ,之后提出了解決方案 , 運(yùn)用目標(biāo)管理、關(guān)鍵績效指標(biāo)
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