1 分类号，F272.92 学校代码，10697 密 级，公开 学 号，201531942 硕士专业学位论文 Dissertation for the Professional Degree of Master 银座家居销售人员绩效考核研究 学科名称， 工商管理 专业学位类别，工商管理硕士 作者，王纯杰 指导老师: 高煜 西北大学学位评定委员会 二○一八年西北大学学位论文知识产权声明书 本人完全了解西北大学关于收集、保存、使用学位论文的规定。学校 有权保留并向国家有关部门或机构送交论文的复印件和电子版。本人允许 论文被查阅和借阅。本人授权西北大学可以将本学位论文的全部或部分内 容编入有关数据库进行检索，可以采用影印、缩印或扫描等复制手段保存 和汇编本学位论文。同时授权中国科学技术信息研究所等机构将本学位论 文收录到《中国学位论文全文数据库》或其它相关数据库。 保密论文待解密后适用本声明。 --------------------------------------------------------- 西北大学学位论文独创性声明 本人声明，所呈交的学位论文是本人在导师指导下进行的研究工作及 取得的研究成果。据我所知，除了文中特别加以标注和致谢的地方外，本 论文不包含其他人已经发表或撰写过的研究成果，也不包含为获得西北大 学或其它教育机构的学位或证书而使用过的材料。与我一同工作的同志对 本研究所做的任何贡献均已在论文中作了明确的说明并表示谢意。摘要 I 摘要 实施改革 40 多年来，我国家具欧亿·体育（中国）有限公司取得了极大发展。如今不仅生产数量在国际上 名列前茅，而且消费量也非常高。目前，已经打造出多个名牌企业，吸纳了很多的就业 人员。这部分企业均在开展绩效考核，但是有的企业效果不佳。一个企业要发展，必须 有稳健的长远发展策略作为依据，树立明确的目标。而这些内容，是公司将来一段时间 的行动根据，是企业绩效考核的依据，也是其最终落脚点，必须从宏观层面分析其相关 政策，并将之运用于常态的管理工作中。从职能部门到所有职员都要一一落实。而战略 绩效考核选择以战略为引导，对企业的长远发展策略的编制、落实、反馈乃至效果采用 对应的方式给予考核并作出评估，并配合对应的激励制度，进而达成组织目标。对于企 业而言，销售目标虽然无法等同于企业战略目标，但是能反映企业的经营发展情况，了 解企业的核心竞争力，在编制发展战略的过程中发挥着关键的影响。而销售部门和和人 员是企业销售目标的重要执行者，也是最大的践行者。所以，他们的业绩对于企业销售 目标的达成有决定性影响。只有将产品或者服务都销售出去，企业的资金才可以正常流 转，公司才可以一直发展。所以，对销售部门和人员进行绩效考核也就事关重大了。 本文首先对国内外绩效考核的状态给予归纳，之后本文选择对银座家居的销售人员 目前绩效考核现状的分析，找出目前存在问题；然后进一步的针对问题探讨形成这些问 题的原因，对银座家居进行了绩效考核环境的详细分析。结合对银座家居现状的分析， 基于平衡积分卡和 KPI 提出了适用于银座家居销售人员的考核体系和运作方案，并进一 步提出了与之相配套的实施措施和保障措施。本文的研究对于银座家居销售人员的绩效 考核制度的建设具有指导作用，对于其他欧亿·体育（中国）有限公司销售人员的绩效考核制度的建设也具有一 定的借鉴意义。 关键词，银座家居；销售人员；绩效考核西北大学硕士学位论文 II Abstract Since the reform and opening up for more than 30 years, China's furniture industry has developed rapidly. It has become an important furniture producer and consumer country in the world. Now there are many well-known furniture enterprises in our country, and a number of employees have been employed. Many of these enterprises are implementing performance appraisal, and many enterprises do not perform very well. If an enterprise wants to develop, it must have a sound long-term development strategy as the basis and set clear goals. These contents are the basis of the company's action for a period of time in the future, the basis of enterprise performance appraisal, and the ultimate foothold of the company. It needs to be implemented from the macro policy level of the enterprise to the daily work management, and from every functional department to every employee in the Department. The strategic performance assessment is guided by the enterprise strategy. It takes a certain method to assess and evaluate the plan, implementation, feedback and result of the long-term development strategy of the enterprise, and complemented the corresponding incentive mechanism, thus realizing the organization goal. The target of enterprise sales can not represent all the strategy and goal of the enterprise, but it is still one of the important indexes to measure the development strategy and goal of the enterprise. It is very important to realize the development strategy and goal of the enterprise. The sales department and the sales staff are the main practitioners and practitioners of the enterprise sales target. Departmental and individual performance has a decisive impact on enterprise sales objectives. Sales can only be completed if products are sold and corresponding services are provided ，and the capital circulation of the enterprise can maintain normal operation, and the company can survive. As a result, sales department and sales staff performance appraisal has become pivotal. This article first summarizes the research status of performance assessment at home and abroad, and then this paper aims at analyzing the current performance assessment of Ginza home sales staff, finding out the existing problems, and then further aiming at the reasons for the formation of these problems, the thinking and principles of strategy optimization, and the Ginza. Based on the analysis of current status of Ginza home, with the help of balance score card and KPI, a appraisal system and operation plan applicable to Ginza home sales personnel are proposed, and the implementation measures and safeguard measures are also proposed. The study of this paper has a guiding role in the construction of the performance appraisal摘要 III system for the Ginza household sales staff, and has a certain reference for the construction of the performance appraisal system of other sales personnel in other industries. Key words: Ginza home; sales staff; performance appraisal西北大学硕士学位论文 IV 目 录 摘要.............................................................................................................................................I ABSTRACT...............................................................................................................................II 第 1 章导论.................................................................................................................................1 1.1 研究背景及意义...............................................................................................................1 1.1.1 研究背景....................................................................................................................1 1.1.2 研究意义....................................................................................................................2 1.2 研究思路及方法...............................................................................................................3 1.2.1 研究思路....................................................................................................................3 1.2.2 研究方法....................................................................................................................3 1.3 研究内容及框架...............................................................................................................4 1.3.1 研究内容....................................................................................................................4 1.3.2 研究框架....................................................................................................................5 1.4 本文贡献...........................................................................................................................5 第 2 章相关概念及理论综述.....................................................................................................7 2.1 绩效和绩效考核的含义...................................................................................................7 2.2 绩效考核的主要功能.......................................................................................................8 2.3 绩效考核方法分析...........................................................................................................9 2.3.1KPI 考核法分析..............................................................