本文在绩效考核相关概念及理论梳理阐述的基础上，通过问卷调查等方式，针对

Based on the review and exposition of relevant concepts and theories of performance appraisal, this article uses questionnaire surveys and other methods to focus on the current situation and problems of the performance appraisal of marketing personnel in TS Cement Sales Company, showing that there is insufficient connection between performance appraisal goals and organizational goals in the performance appraisal of the company's marketing personnel. Tightness, unreasonable design of performance appraisal process, unscientific setting of performance appraisal indicators and weights, lack of performance appraisal feedback communication, poor application effect of performance appraisal results, etc. The main reasons for the above problems are the lack of attention paid by the management to performance appraisal, the failure to form a unified performance appraisal process management system, the lack of comprehensive consideration of multiple factors in the selection of appraisal indicators, the flaws in the performance appraisal feedback management mechanism, and the lack of effective application of performance appraisal results. regulatory reasons. In addition, this article specifically optimizes the performance appraisal of marketers, including optimizing goals, processes, indicators and weights, improving the feedback management mechanism, and enhancing the application of performance appraisal results. In addition, to ensure the orderly implementation of optimization strategies for performance appraisal of marketing personnel of TS Cement Sales Company, corresponding safeguard measures have been put forward from three aspects: organization, system and ideology.

On the basis of clarifying the relevant concepts and theories of performance evaluation, this article focuses on the current situation and problems of marketing personnel performance evaluation in TS Cement Sales Company through questionnaire surveys and other methods. It shows that there are issues in the company's marketing personnel performance evaluation, such as insufficient connection between performance evaluation goals and organizational goals, unreasonable design of performance evaluation processes, unscientific setting of performance evaluation indicators and weights, and lack of communication on performance evaluation feedback Poor application of performance evaluation results and other issues. The main reasons for the above problems include a lack of emphasis on performance appraisal by the management, a lack of unified performance appraisal process management system, a lack of comprehensive consideration of multiple factors in the selection of appraisal indicators, deficiencies in the feedback management mechanism of performance appraisal, and a lack of effective supervision in the application of performance appraisal results. In addition, this article focuses on optimizing the performance evaluation of marketing personnel, including optimizing goals, processes, indicators, and weights, improving feedback management mechanisms, and enhancing the application of performance evaluation results. And to ensure the orderly implementation of performance evaluation optimization measures for marketing personnel of TS Cement Sales Company, corresponding guarantee measures have been proposed from three aspects: organization, system, and ideology.

On the basis of expounding the related concepts and theories of performance appraisal, this paper aims at the present situation and problems of performance appraisal of marketing personnel in TS Cement Sales Company by means of questionnaire survey, and shows that there are some problems in the performance appraisal of marketing personnel in the company, such as the lack of close connection between performance appraisal objectives and organizational objectives, unreasonable design of performance appraisal process, unscientific setting of performance appraisal indicators and weights, lack of feedback communication of performance appraisal, and poor application effect of performance appraisal results. The main reasons for the above problems are management's lack of attention to performance appraisal, failure to form a unified performance appraisal process management system, lack of comprehensive consideration of multiple factors in the selection of appraisal indicators, defects in the feedback management mechanism of performance appraisal, and lack of effective supervision on the application of performance appraisal results. In addition, this paper optimizes the performance appraisal of marketers, including optimizing objectives, processes, indicators and weights, improving the feedback management mechanism, and enhancing the application of performance appraisal results. And to ensure the orderly implementation of the optimization countermeasures for the performance appraisal of the marketing personnel of TS Cement Sales Company, the corresponding safeguard measures are put forward from three aspects: organization, system and thought.