长春第一汽车服务贸易有限公司汽车后市场人员绩效管理方案设计

发布时间：2018-03-27 05:13

本文选题：绩效管理　切入点：绩效考评　出处：《吉林大学》2017年硕士论文

【摘要】：汽车后市场是指汽车销售以后,围绕汽车使用过程中的各种服务,它涵盖了消费者买车后所需要的一切服务。随着我国汽车保有量的快速增长,发展迅速,各大汽车集团、社会资本纷纷在汽车后市场领域进行布局,竞争愈发激烈。长春第一汽车服务贸易有限公司(以下简称“长服公司”)是中国第一汽车集团有限公司的全资子公司,具有典型的国有企业特征。其业务领域为汽车销售和汽车后市场业务。综合考虑宏观经济政策和市场环境的影响,公司将未来的战略重点方向定位在发展汽车后市场业务。长服公司的汽车后市场业务主要由四大部分组成:汽车租赁业务,二手车业务、汽车维修服务业务和汽车文化业务。这四项业务都处于充分竞争领域,面对激烈的汽车后市场竞争,公司决定通过绩效管理来充分调动员工的积极性、改善服务态度、提高服务水平,进而提升公司整体竞争力。本文从理论研究入手,综合运用文献分析和实地访谈员工的方法研究了长服公司汽车后市场人员绩效管理中存在的问题:绩效管理职能分散、绩效指标设定不合理、绩效实施环节重视程度不够、绩效考评流于形式、绩效结果应用无法形成有效激励。综合分析后得出长服公司汽车后市场业务并没有形成合理的、系统的绩效管理方案。主要原因产生在三个层面:企业文化层面、管理者层面和员工层面。针对问题,确定了有效推进战略实施及重点工作开展、公开性原则、统一管理原则、有效沟通和充分激励五项原则。从绩效计划、绩效实施、绩效考评、绩效结果反馈及应用几个方面制定了长服公司汽车后市场人员的绩效管理方案,新的绩效管理方案的设计过程中借鉴了目标管理、平衡计分卡和关键绩效指标考核的绩效管理思想。在绩效计划的制定过程中特别关注指标设定的合理性,必须要体现对公司战略和重点工作的支撑,兼顾财务指标和能力提升指标。在绩效实施的控制上要常态化和制度化。绩效考评要规则在先,注重公开性。在考评结果出现争议时提倡充分沟通解决,必要时可以提出申诉,注重考评的公平性和公正性。在绩效结果的应用环节强调充分激励的作用,对于市场化业务给予明显高于非市场化业务的激励,体现出绩效管理的导向性和充分激励原则。为了确保新设计的绩效管理方案能够顺利的实施,对如何保障方案实施也进行了具体的设计。主要包括组织保障、制度保障和人员保障。在组织上成立以总经理负责的专门项目组,在制度上制定绩效管理的制度及配套的人力资源、财务管理和经营控制等方面的相关制度。以确保政策的严肃性和持续性。引起各级管理人员的重视、提高广大员工的工作积极性。
[Abstract]:After the automobile market, it refers to all kinds of service around the process of using the automobile after the automobile sale. It covers all the services that the consumers need after buying the car. With the rapid growth and development of the automobile ownership in our country, the major automobile groups, Social capital has been deployed in the field of the automobile rear market, and the competition is becoming fiercer. Changchun first Automobile Service Trading Co., Ltd. (hereinafter referred to as "Changfu Company") is a wholly owned subsidiary of China first Automobile Group Co., Ltd. Having typical characteristics of state-owned enterprises. Their fields of business are auto sales and post-market operations. Take into account the impact of macroeconomic policies and the market environment, The company will focus its future strategy on the development of the after-market business. The after-market business of the long service company consists of four major parts: car rental business, second-hand car business, The four businesses are in the field of full competition. In the face of the fierce market competition after the automobile, the company decided to fully mobilize the enthusiasm of its employees and improve its service attitude through performance management. Improve the service level, and then enhance the overall competitiveness of the company. Using the methods of literature analysis and field interview, this paper studies the problems existing in the performance management of the market personnel after the automobile in the long service company: the function of performance management is dispersed, the setting of the performance index is unreasonable, and the performance implementation is not paid enough attention to. Performance evaluation is a formality, and the application of performance results can not form an effective incentive. After comprehensive analysis, it is concluded that the market business of long service company after automobile has not formed reasonable, System performance management program. The main reasons are in three levels: corporate culture level, management level and employee level. Aiming at the problem, the effective promotion of strategic implementation and key work development, the principle of openness, the principle of unified management, Five principles of effective communication and full motivation. From the performance plan, performance implementation, performance appraisal, performance result feedback and application, the performance management scheme of the automobile market personnel after long service company is established. In the design of the new performance management scheme, we draw lessons from the performance management ideas of objective management, balanced scorecard and key performance indicators, and pay special attention to the rationality of indicator setting in the process of making performance plan. It is necessary to embody the support for the company's strategy and key work, to take into account the financial indicators and the ability improvement indicators, to regularize and institutionalize the performance implementation control, and to give priority to the performance appraisal rules. Pay attention to openness. When disputes arise in the evaluation results, we advocate full communication and resolution, if necessary, we can lodge complaints, pay attention to the fairness and fairness of the evaluation, and emphasize the role of adequate incentives in the application of performance results. The incentive of market-oriented business is obviously higher than that of non-market-oriented business, which reflects the orientation of performance management and the principle of adequate incentive. In order to ensure the implementation of the newly designed performance management scheme, The specific design of how to guarantee the implementation of the program is also carried out. It mainly includes organizational security, system security and personnel security. A special project team with the responsibility of the general manager is set up in the organization. In order to ensure the seriousness and continuity of the policy, to establish the system of performance management and related systems of supporting human resources, financial management and management control, so as to arouse the attention of managers at all levels. Improve the working enthusiasm of the vast number of employees.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.471;F272.92

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