The dual evaluating performance management pattern discussion of state-owned sal

Abstract. It starts the research from both the behavioral performance and the results of performance, constructs the dual evaluating performance management pattern of state-owned enterprise combined with BSC and KPI method according to the features and problems of performance management of state-owned enterprise, and takes deep analysis in this model according to the four steps of performance management PDCA cycle, innovates the performance management mode and takes an important role in promoting the performance management of state-owned sales enterprise.

Key words: BSC, KPI, Behavioral performance, Result performance, Dual evaluating.

The state-owned sales enterprise should bear the product sales, the market development and the customer maintenance tasks. It performs the dual role of the product sales revenue and controlling the sales expenses. So it is a profit center. The state-owned enterprise needs to perform the performance evaluating of sales enterprise to achieve the overall strategic goal. The performance evaluating result of the sales enterprise mainly depends on the performance completion of the marketing personnel. So it become the focus issues of the sales enterprise management on how to arouse the work enthusiasm of marketing personnel performance evaluating. Therefore, this paper makes the discussion on the dual evaluating performance management pattern of state-owned sales enterprise to provide a new train of thought for the state-owned sales enterprise to achieve the performance goals and optimize the performance management.

1. The characteristics of the performance management of the state-owned sales enterprise and the existing problems

1.1 The characteristics of the performance management of the state-owned sales enterprise

The performance management of the state-owned sales enterprise has four kinds of characteristics: (1) The target task has the strong command, the state-owned sales enterprise often needs to cooperate with relevant government departments to accomplish a certain number of mandatory task. (2) The marketing personnel are relatively stable and they have the relatively stable relationship with the whole state-owned enterprise staff. (3) The regular wage income is relatively high and the performance income is relatively low. (4) The performance income distribution structure is relatively stable and the performance distribution structure of the internal management level and the business level of the state-owned enterprise is relatively stable.

1.2 The problem that needs to be improved in the performance management of the state-owned sales enterprise

Based on the realization of the strategic goal of the state-owned enterprise, the performance management of the state-owned sales enterprise needs to be improved in the following four aspects:

(1) The strategic goal direction of the performance management needs to be strengthened. According to principal-agent theory, the agent may take advantage of information asymmetry to produce the moral hazard and the opportunism. Therefore, the state-owned sales enterprise needs to be combined closely with the market dynamics and pays attention to the strategic target task.

(2) The performance management emphasizes the result evaluating. The state-owned enterprise often guides the performance evaluation according to the results of sales volume, sales revenue and sales cost control situation, but it doesn’t pay enough attention to the behavior of the performance factors.

(3) The performance evaluation index system needs to be improved. The state-owned sales enterprise puts an excessive emphasis on the quantitative indexes, it attaches great importance to the financial index and the result index strategy. It has a negative effect for the enterprise to realize the long-term development goals.

(4) The sales potential has not been fully excavated. The marketing personnel of the state-owned enterprise have the relatively high wage and stable performance income. It is not conducive to fully arouse the enthusiasm of marketing personnel and it is not conducive to fully promote the sales achievements of the sales enterprise.

2. The literature and theory review

2.1 The behavioral performance and the result performance

The sales performance can be divided into the behavioral performance and the result performance from the angle of the behavior and the result. On the basis of the literature, this paper makes the induction and reorganization on the relation and difference of the evaluating pattern of the behavioral performance and the result performance. (1) The contact points: the good behavioral performance will contribute to the good result performance, there is a positive relationship between the behavioral performance and the result performance. (2) The difference: The behavioral performance is based on a range of possible impact on the results and it pays attention to the sales process influence on the result. The indexes of deal ability, service performance, customer number, call times, number of communication of the customer and working day are used to measure it; On the other hand, the result performance pays attention to the sales result. The indexes of sales income, sales quantity and sales cost are simple and feasible, but it lacks the internal guidance to the employees from the long term.

2.2 The balanced scorecard and the key performance indexes

The balanced scorecard (BSC) analyzes the performance of enterprise finance, customer, internal business process, learning and growth from three main interest-related perspectives of the shareholders, the customers and the employees to make the comprehensive evaluation from four dimensions. The key performance index (KPI) uses the way of goal management through extracting the success factors to assure the enterprise strategic target implementation of performance management methods.

2.3 The PDCA cycle of performance management

The performance management system is a complete closed-loop PDCA circulation system. P refers to the performance plan, D refers to the performance communication and coaching, C refers to the performance assessment and feedback, A refers to the performance incentive.

3. Building the dual evaluating performance

management pattern

The construction process of the dual evaluating model of the behavioral performance and the result performance mainly includes five aspects: the index system selection of BSC and KPI and the weight distribution, the performance plan formulation, the performance communication and coaching, the performance evaluation and feedback, the performance incentives.

3.1 The index system selection of BSC and KPI and the weight distribution

(1) The index selection principle: the selected indexes should comply with the principle of SMART, namely S-definition is specific, M-value is measurable, A-index can be realized, R-is related to the goal of enterprise, T- has the clear time limit.

(2) The concrete index selection: based on four dimensions of the BSC, the KPI index system is selected with the emphasis. The financial dimension (B1) can choose the indexes of the sales completion rate, the sales quantity completion, the cost saving rate, the sales payment withdrawal rate, the sales contract increase rate; The market customer dimension (B2) can choose the indexes of the customer satisfaction, the customer call times, the customer complaint times, the customer churn rate, the new customer rate; The internal operational dimension (B3) may choose the indexes of obeying the job arrangement, the service attitude to customers, the communicate with departments, complying with the work flow; The indexes of the learning and growth dimension include training participation rate, the teamwork spirit, the attendance rate, solving the customer complaint times. Among them, the internal operational dimension index, learning and growth dimension index and customer call times are the behavioral performance indexes, the rest are the result performance indexes.

(3) The distribution of index weights

This paper uses 1~9 scales to form a judgment matrix by means of analytic hierarchy process (AHP). Four dimensions compose the judgment matrix of criterion layer (WB), it is shown below:

Among them，Bij＞0，Bij=1（i=j）, Bji=1/ Bij

The judgment matrix of scheme layer can be constructed in the same way. They have passed the parametric test of the consistency proportional valve value 0.05 and the maximum consistency ratio 0.05 in AHP software. The result is shown in table 1. The result shows that the behavioral performance indexes account for 28.26%, the result performance indexes account for 71.74%.

3.2 The performance plan formulation

The performance plan can be divided into four ranks: (1) The break-even target (M1), the sales staff can accomplish it without effort basically, this is the lowest. (2) The basic goals (M2), it can be realized through the normal efforts. (3) The standard target (M3), it can be realized through greater effort. (4) The ideal target (M4), it can be realized through great efforts and it has a great pressure on the sales staff.

3.3 The performance communication and coaching

The enterprise managers can dynamically reflect the marketing personnel performance completion through the performance monitoring table and combine the enterprise internal and external environment changes with the actual situation of the marketing personnel to make the mid-term assessment and adjustment on the basis of full communication of performance targets.

3.4 The performance evaluation and feedback

Each target completion can be given different scores respectively in the year-end evaluating, as shown in table 2, and they should make communication and feedback with the marketers about the performance evaluating result timely.

3.5 The performance incentive

According to the results of performance evaluation and combined with the ability that is expressed by the marketing personnel in the process of completing performance goals, the corresponding performance incentives are adopted. It includes the salary welfare treatment, the promotion, the performance improvement plan. We can take different measures for the personality or common problems of the marketing personnel,.

All in all, the dual evaluating performance management pattern construction has the obvious promoting role for the enterprise to set clear performance goals, improve the marketing personnel enthusiasm and promote the enterprise's performance.

References

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