房地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)及評(píng)價(jià)研究.doc
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房地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)及評(píng)價(jià)研究,11900字摘要隨著經(jīng)濟(jì)全球化和我國(guó)加入wto以來，市場(chǎng)經(jīng)濟(jì)運(yùn)行機(jī)制不斷完善,企業(yè)面臨著越來越激烈的國(guó)內(nèi)和國(guó)際市場(chǎng)競(jìng)爭(zhēng)，特別是人才的競(jìng)爭(zhēng)，這對(duì)我國(guó)企業(yè)的人力資源管理提出了巨大的挑戰(zhàn)。改善企業(yè)經(jīng)營(yíng)管理對(duì)企業(yè)發(fā)展具有重要的意義。銷售人員做為企業(yè)生存發(fā)展的命脈,把握著企業(yè)的一條條生命線,企...
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房地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)及評(píng)價(jià)研究
11900字
摘 要
隨著經(jīng)濟(jì)全球化和我國(guó)加入WTO以來，市場(chǎng)經(jīng)濟(jì)運(yùn)行機(jī)制不斷完善,企業(yè)面臨著越來越激烈的國(guó)內(nèi)和國(guó)際市場(chǎng)競(jìng)爭(zhēng)，特別是人才的競(jìng)爭(zhēng)，這對(duì)我國(guó)企業(yè)的人力資源管理提出了巨大的挑戰(zhàn)。改善企業(yè)經(jīng)營(yíng)管理對(duì)企業(yè)發(fā)展具有重要的意義。銷售人員做為企業(yè)生存發(fā)展的命脈,把握著企業(yè)的一條條生命線,企業(yè)常常為真正做到公平、客觀地評(píng)價(jià)銷售人員的工作業(yè)績(jī),而陷入兩難的境地。一方面，僅僅通過銷售收入作為考核標(biāo)準(zhǔn)，對(duì)于市場(chǎng)占有率的擴(kuò)大很有幫助，但很容易帶來負(fù)面效應(yīng)：只沖銷量而不計(jì)成本的；另一方面，如果銷售人員被要求對(duì)利潤(rùn)負(fù)責(zé)，則又很難達(dá)到在銷量上標(biāo)準(zhǔn)。建立正確有效的績(jī)效管理體系,能夠約束和激勵(lì)銷售人員的行為,提高其主動(dòng)性和積極性,促進(jìn)實(shí)現(xiàn)企業(yè)經(jīng)營(yíng)目標(biāo)。
文章以人力資源管理-績(jī)效考核相關(guān)理論為知識(shí)背景，結(jié)合景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核的現(xiàn)狀：績(jī)效考核方法不足、指標(biāo)設(shè)計(jì)不合理、員工疲于應(yīng)付。通過調(diào)查，分析該公司績(jī)效考核系統(tǒng)存在的誤區(qū)：?jiǎn)渭兛纯己?，忽略后期的?jī)效反饋。并針對(duì)誤區(qū)提出建議對(duì)策：從管理觀念入手，設(shè)計(jì)標(biāo)準(zhǔn)化工作方式，做好考核前的基礎(chǔ)工作，建立可行的績(jī)效考核體系。
關(guān)鍵詞 人力資源管理 績(jī)效管理 房地產(chǎn) KPI 建議對(duì)策
Abstract
With economic globalization and since China's accession to WTO, and constantly improve the mechanism of market economy, enterprises are facing increasingly fierce competition in the domestic and international markets, especially in the talent competition, which is our company's human resources management made a huge challenge. More and more companies recognize that improving the management of the importance of the development of the enterprise. The sale is considered the lifeblood of business survival, corporate sales staff to grasp the lifeline of a company, how truly objective and impartial eva luation of the results of each salesperson, so many companies are often caught in a dilemma. On the one hand, if only from the sales revenue to assess, for the expansion of the market share is helpful, but it is easy to bring only the negative effects of impulse sales at all costs; another easy profits if the request is responsible for the sales staff, in terms of volume and very difficult to meet the standards. Through the establishment of an effective performance management system, to conduct sales incentives and constraints, improve their enthusiasm and initiative to promote the realization of business objectives.InChina,with the continuousimprovement of the market economy mechanisms, increasingly fiercecompetition among enterprises, more and morecompanies recognize thatimproving themanagementofenterprise developmentis important.Thesaleis consideredthe lifeblood ofbusiness survival, corporatesales staffto grasp thelifelineof acompany,howtrulyobjective and impartialeva luation ofthe resultsof eachsalesperson,somany companiesare oftencaught ina dilemma.Through the establishment ofan effectiveperformance managementsystem, toconductsalesincentives and constraints, improvetheirenthusiasm and initiative,promote the realization ofbusiness objectives.
Articles in Human Resource Management - performance appraisal theory of knowledge background, combined with the status quo Jingrui estate marketing staff performance appraisal: the lack of performance eva luation methods, indicators unreasonable design, staff struggling to cope. Through investigation and analysis of the company's performance appraisal system Misunderstanding: Just looking at assessment, ignoring the late performance feedback. Countermeasures and suggestions for errors: Starting from the management concept, design standardization work, prepare the ground before the assessment, the establishment of a viable performance appraisal system.
Key Words Human Resource Management Performance Management
Real estate KPI Measures recommended
目 錄
摘 要 II
目 錄 IV
第一章 緒論 1
1.1 研究背景 1
1.2 研究目的與意義 1
1.3 研究思路與方法 2
第二章 績(jī)效考核指標(biāo)的相關(guān)理論綜述 4
2.1 績(jī)效考核的定義 4
2.1.1 廣義的績(jī)效考核 4
2.1.2 狹義的績(jī)效考核 4
2.2 績(jī)效考核的目的 5
2.3 績(jī)效考核的原則 5
2.3.1 基本原則 5
2.3.2 “三重一輕”原則 6
2.4 績(jī)效考核的意義 7
第三章 景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)的現(xiàn)狀及存在的問題 8
3.1 景瑞地產(chǎn)簡(jiǎn)介 8
3.2 景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)的現(xiàn)狀 8
3.2.1業(yè)務(wù)能力 8
3.2.2工作態(tài)度 9
3.3 景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)存在的問題 10
3.3.1 考核指標(biāo)和方法的不足 10
3.3.2指標(biāo)設(shè)置引發(fā)員工思想上的抵觸 11
3.3.3 績(jī)效考核新指標(biāo)引發(fā)的負(fù)面效果 11
3.3.4 指標(biāo)設(shè)置不合理導(dǎo)致工資模式多樣化 12
第四章 景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)研究對(duì)策 14
4.1改變管理觀念，優(yōu)化績(jī)效考核環(huán)境 14
4.2完善績(jī)效考核制度，提高管理水平 14
4.3建立科學(xué)的績(jī)效考核指標(biāo)體系 15
第五章 結(jié)論與展望 17
5.1 結(jié)論 17
5.2 展望 17
參考文獻(xiàn) 18
致 謝 19
11900字
摘 要
隨著經(jīng)濟(jì)全球化和我國(guó)加入WTO以來，市場(chǎng)經(jīng)濟(jì)運(yùn)行機(jī)制不斷完善,企業(yè)面臨著越來越激烈的國(guó)內(nèi)和國(guó)際市場(chǎng)競(jìng)爭(zhēng)，特別是人才的競(jìng)爭(zhēng)，這對(duì)我國(guó)企業(yè)的人力資源管理提出了巨大的挑戰(zhàn)。改善企業(yè)經(jīng)營(yíng)管理對(duì)企業(yè)發(fā)展具有重要的意義。銷售人員做為企業(yè)生存發(fā)展的命脈,把握著企業(yè)的一條條生命線,企業(yè)常常為真正做到公平、客觀地評(píng)價(jià)銷售人員的工作業(yè)績(jī),而陷入兩難的境地。一方面，僅僅通過銷售收入作為考核標(biāo)準(zhǔn)，對(duì)于市場(chǎng)占有率的擴(kuò)大很有幫助，但很容易帶來負(fù)面效應(yīng)：只沖銷量而不計(jì)成本的；另一方面，如果銷售人員被要求對(duì)利潤(rùn)負(fù)責(zé)，則又很難達(dá)到在銷量上標(biāo)準(zhǔn)。建立正確有效的績(jī)效管理體系,能夠約束和激勵(lì)銷售人員的行為,提高其主動(dòng)性和積極性,促進(jìn)實(shí)現(xiàn)企業(yè)經(jīng)營(yíng)目標(biāo)。
文章以人力資源管理-績(jī)效考核相關(guān)理論為知識(shí)背景，結(jié)合景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核的現(xiàn)狀：績(jī)效考核方法不足、指標(biāo)設(shè)計(jì)不合理、員工疲于應(yīng)付。通過調(diào)查，分析該公司績(jī)效考核系統(tǒng)存在的誤區(qū)：?jiǎn)渭兛纯己?，忽略后期的?jī)效反饋。并針對(duì)誤區(qū)提出建議對(duì)策：從管理觀念入手，設(shè)計(jì)標(biāo)準(zhǔn)化工作方式，做好考核前的基礎(chǔ)工作，建立可行的績(jī)效考核體系。
關(guān)鍵詞 人力資源管理 績(jī)效管理 房地產(chǎn) KPI 建議對(duì)策
Abstract
With economic globalization and since China's accession to WTO, and constantly improve the mechanism of market economy, enterprises are facing increasingly fierce competition in the domestic and international markets, especially in the talent competition, which is our company's human resources management made a huge challenge. More and more companies recognize that improving the management of the importance of the development of the enterprise. The sale is considered the lifeblood of business survival, corporate sales staff to grasp the lifeline of a company, how truly objective and impartial eva luation of the results of each salesperson, so many companies are often caught in a dilemma. On the one hand, if only from the sales revenue to assess, for the expansion of the market share is helpful, but it is easy to bring only the negative effects of impulse sales at all costs; another easy profits if the request is responsible for the sales staff, in terms of volume and very difficult to meet the standards. Through the establishment of an effective performance management system, to conduct sales incentives and constraints, improve their enthusiasm and initiative to promote the realization of business objectives.InChina,with the continuousimprovement of the market economy mechanisms, increasingly fiercecompetition among enterprises, more and morecompanies recognize thatimproving themanagementofenterprise developmentis important.Thesaleis consideredthe lifeblood ofbusiness survival, corporatesales staffto grasp thelifelineof acompany,howtrulyobjective and impartialeva luation ofthe resultsof eachsalesperson,somany companiesare oftencaught ina dilemma.Through the establishment ofan effectiveperformance managementsystem, toconductsalesincentives and constraints, improvetheirenthusiasm and initiative,promote the realization ofbusiness objectives.
Articles in Human Resource Management - performance appraisal theory of knowledge background, combined with the status quo Jingrui estate marketing staff performance appraisal: the lack of performance eva luation methods, indicators unreasonable design, staff struggling to cope. Through investigation and analysis of the company's performance appraisal system Misunderstanding: Just looking at assessment, ignoring the late performance feedback. Countermeasures and suggestions for errors: Starting from the management concept, design standardization work, prepare the ground before the assessment, the establishment of a viable performance appraisal system.
Key Words Human Resource Management Performance Management
Real estate KPI Measures recommended
目 錄
摘 要 II
目 錄 IV
第一章 緒論 1
1.1 研究背景 1
1.2 研究目的與意義 1
1.3 研究思路與方法 2
第二章 績(jī)效考核指標(biāo)的相關(guān)理論綜述 4
2.1 績(jī)效考核的定義 4
2.1.1 廣義的績(jī)效考核 4
2.1.2 狹義的績(jī)效考核 4
2.2 績(jī)效考核的目的 5
2.3 績(jī)效考核的原則 5
2.3.1 基本原則 5
2.3.2 “三重一輕”原則 6
2.4 績(jī)效考核的意義 7
第三章 景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)的現(xiàn)狀及存在的問題 8
3.1 景瑞地產(chǎn)簡(jiǎn)介 8
3.2 景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)的現(xiàn)狀 8
3.2.1業(yè)務(wù)能力 8
3.2.2工作態(tài)度 9
3.3 景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)存在的問題 10
3.3.1 考核指標(biāo)和方法的不足 10
3.3.2指標(biāo)設(shè)置引發(fā)員工思想上的抵觸 11
3.3.3 績(jī)效考核新指標(biāo)引發(fā)的負(fù)面效果 11
3.3.4 指標(biāo)設(shè)置不合理導(dǎo)致工資模式多樣化 12
第四章 景瑞地產(chǎn)營(yíng)銷人員績(jī)效考核指標(biāo)研究對(duì)策 14
4.1改變管理觀念，優(yōu)化績(jī)效考核環(huán)境 14
4.2完善績(jī)效考核制度，提高管理水平 14
4.3建立科學(xué)的績(jī)效考核指標(biāo)體系 15
第五章 結(jié)論與展望 17
5.1 結(jié)論 17
5.2 展望 17
參考文獻(xiàn) 18
致 謝 19
