摘要
目前中国大部分房地产公司，对于销售人员的考核，只局限于其销售
业绩，这就很难完全调动营销人员工作的积极性。员工绩效考核，属于企
业内部管理范畴，其作用是对员工的工作成绩做出准确、合理、全面的评
价，并按照评价结果对员工进行激励，从而实现房地产公司的业务目标，
推动公司发展。绩效考核工作，是企业确定员工薪酬、开展员工培训、进
行职位配置的重要参考，对于激发销售人员工作热情，拓展业务市场有关
键意义

在国内外关于营销人员绩效及绩效考核理论研究的基础上，总结了绩
效考核的概念、特点、功能、基本流程，以及 KPI 关键绩效指标及平衡计
分卡（BSC）理论。分析了山西 M 房地产公司销售类员工绩效考核的问题
主要是绩效考核指标设计针对性不强，绩效考核与评估不科学，绩效考核
结果应用不全面。在此基础上，论文构建了山西 M 房地产公司销售类员工
绩效考核的体系，包括绩效考核指标体系、绩效考核指标权重体系、绩效
考核的反馈与面谈、绩效考核体系的结果应用等。其中绩效考核指标体系
中对销售人员和基层销售人员的绩效考核指标分别进行了设计。销售类员
工绩效考核体系的结果应用包括薪酬福利的应用、培训发展的应用和职位
晋升的应用等。最后，论文提出了山西 M 房地产公司销售类员工绩效考核
体系运行的保障措施，即公司领导决策层的重视与支持，加强人员培训提II
高对绩效考核体系的认识，加强绩效考核与企业文化的有机整合

论文的创新点是，运用平衡计分卡方法、AHP 权重确定法、360 度绩
效考评法等理论方法，对山西 M 房地产公司销售类员工绩效考核制度进行
了构建，改进了原有销售人员绩效考核的传统模式，使山西 M 房地产公司
的组织利益与销售人员的个人利益有效的联系起来，对其他房地产企业销
售人员绩效考核体系的改进具有一定的指导意义

关键词：房地产公司；销售人员；平衡计分卡；AHP 方法；绩效考评III
Astudy on the performance management
system optimization of M Real Estate Company
in Shanxi -- a case study of sales staff
Abstract: At present, most of China&39;s Real Estate Company, for sales staff
assessment, only limited to its sales performance, it is difficult to fully mobilize
the enthusiasm of marketing staff. Employee performance appraisal, belongs to
the internal management, its role is to make a comprehensive, accurate and
reasonable assessment on employees&39; work performance, and according to the
evaluation results to motivate the Real Estate Company so as to achieve
business goals, promote the development of the company. Performance
appraisal is an important reference for the enterprise to determine the
remuneration of employees, to carry out staff training, job placement, to
stimulate the enthusiasm of sales staff to expand the business market has a key
significance.
Based on the domestic and foreign marketing staff performance and
performance appraisal on the basis of theoretical research, summarized the
concept, characteristics, function, performance appraisal process, and KPI key
performance indicators and the Balanced Scorecard (BSC) theory. This paper
analyzes the problems of the performance evaluation of the sales staff of Shanxi
M Real Estate Company, which is the performance evaluation index design is
not strong, the performance appraisal and evaluation is not scientific, and the
performance evaluation results are not comprehensive. On this basis, this paper
constructed the Shanxi M Real Estate Company sales staff performance
appraisal system, including performance appraisal index system, performance
evaluation index system of weights, performance appraisal feedback and
interview, the results of the application of performance appraisal system. TheIV
performance evaluation index system of the sales staff and the sales staff
performance evaluation indicators were designed. The application of the
performance appraisal system of sales staff includes the application of
compensation and benefits, the application of training development and the
application of job promotion. Finally, the paper puts forward the safeguard
measures of Shanxi M Real Estate Company sales staff performance appraisal
system operation, namely the company leadership&39;s attention and support,
strengthen personnel training to improve the understanding of the performance
evaluation system, strengthen the integration of performance appraisal and
corporate culture.
The innovation of this paper is, by using the theory of the balanced
scorecard method, AHP weight determination method, the 360 degree
performance appraisal method and so on, Shanxi M Real Estate Company sales
staff performance appraisal system was established, to improve the traditional
model of the original sales staff performance appraisal, the interests of the
organization of Shanxi M Real Estate Company with the sales staff&39;s personal
interests effective link, which has a certain guiding significance to improve
other real estate enterprise sales staff performance appraisal system.
Keywords
：Real Estate Company； Salesperson； Balanced scorecard；AHP
methodV
目 录
1 绪论...1
1.1 研究背景和意义1
1.1.1 论文研究的背景.....1
1.1.2 论文研究的目的和意义.....1
1.2 国内外研究综述2
1.2.1 国外研究综述.........2
1.2.2 国内研究综述.........4
1.3 论文研究的内容与方法6
1.3.1 论文研究的内容.....6
1.3.2 论文研究的路线图.7
1.3.3 论文研究的方法.....7
2 论文的理论基础.......9
2.1 绩效考核的界定9
2.1.1 绩效考核的概念与特点.....9
2.1.2 绩效考核的意义...11
2.1.3 绩效考核的流程...12
2.2 绩效考核的理论基础..14
2.2.1 BSC 平衡计分卡理论 .......14
2.2.2 KPI 关键绩效指标理论.....16
2.2.3 360 绩效考核理论.17
2.2.4 MBO 目标管理理论..........18
3 山西 M 房地产公司销售人员绩效考核现状与问题分析 ...........21
3.1 山西 M 房地产公司销售人员基本情况 ........21
3.1.1 公司简介...21
3.1.2 公司销售人员构成情况...22
3.1.3 公司销售人员的职责与特点.......24
3.2 山西 M 房地产公司销售人员绩效考核现状 25
3.2.1 销售人员绩效考核的指标...........25VI
3.2.2 销售人员绩效考核的流程...........26
3.2.3 销售人员团队的奖励规定...........26
3.3 山西 M 房地产公司销售人员绩效考核的问题及原因分析 27
3.3.1 山西 M 房地产公司销售人员绩效考核存在的问题 .....27
3.3.2 山西 M 房地产公司销售人员绩效考核问题的原因分析 .........29
4 山西 M 房地产公司销售人员绩效考核体系的构建 .......33
4.1 绩效考核体系构建的原则与目标......33
4.1.1 绩效考核体系构建的目标...........33
4.1.2 绩效考核体系构建的原则
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