摘要 随着科技与经济的高速发展，雇佣环境的灵活多变，员工在工作中普遍会产生不安全感的现象。过高的工作不安全感对组织绩效，员工创造力和工作幸福感等诸多方面有负面影响，甚至影响企业战略目标达成，因此工作不安全感的管理越来越受到企业和员工的共同关注。企业为适应市场竞争不断进行改革，企业间并购时有发生。企业变革会使员工的不安全感更加敏感，若管理不当会直接影响到企业的目标实现和团队稳定，尤其是能够直接影响企业的经济效益的销售人员，对其工作不安全感的管理更应重视。故而在企业变革期，有效管理好销售人员的工作不安全感是保障企业战略有效达成的关键。 本文以仪器行业内的代表性公司T公司为例，通过查阅文献、深度访谈、资料收集和调查问卷等方法收集数据，利用工作不安全感的测量工具，从工作丧失、工作执行、薪酬晋升、过度竞争和人际关系五个维度，以T公司组织变革期间的销售人员在这五个维度的工作不安全感评价结果为讨论切入点，分析企业变革期采取的各项相关管理措施对工作不安全感的影响，从而为企业修正变革期采取的管理策略，为销售人员的不安全感管理提供更合理的建议。 通过对T公司变革期销售人员工作不安全感的管理策略研究，本文发现在组织变革期，T公司销售人员产生了极强的工作不安全感，致使T公司面临销售业绩下滑和销售团队不稳定的困境。本文通过对变革期采取的措施前后销售人员工作不安全感的对比分析，评估管理措施，为企业变革期遇到的问题提供管理建议。因此，企业应多角度多维度地制定管理策略来综合管理销售人员因组织变革而产生的不安全感，同时也要通过不断调查和修正策略的方式，对员工的不安全感进行动态管理，减少过高的不安全感给组织绩效带来的消极影响，将其不同维度的不安全感控制在合理的程度，从而实现企业的战略目标。 本文以T公司变革期的销售人员作为研究对象，从工作不安全感管理的角度对企业变革期的销售人员的管理策略进行分析和评估，不仅将工作不安全感的理论文献进行了拓展，还从工作不安全感的角度对为系统研究销售人员的管理策略提供有力的补充，最重要的是为组织变革期的企业管理工作提供参考。

ABSTRACT With the rapid development of technology and economy, as well as the flexibility of the environment of employment, job insecurity increases generally, which affects negatively on employees’ job performance, creativity and happiness，even achievement of corporate goal. As a result, the job insecurity becomes a big concern of both enterprises and employees. In order to adapt to market competition and carry out reforms, the enterprises take mergers and acquisitions frequently nowadays. Such organizational transformation will increase the sensibility of the insecurity and if it is managed improperly, the organizational goal and the sales team stability will be affected directly, esp. that of salesman, whose performance is strongly related with the economic benefit of the enterprise, so more attention should be paid to the management of sales team. Therefore, during the period of enterprise transformation, to manage salesman's job insecurity well is the key to ensure effective implementation of enterprise strategy. Taking a representative company in the instrument industry as an example, by means of documentary, interview and questionnaire to collect data, this paper uses mainly a measurement tool of insecurity by five dimensions: job loss, job execution, payment and promotion, excessive competition and interpersonal relationship, to analyze the advantages and disadvantages of the relevant management measures adopted by Company T in order to smooth the transformation and to provide suggestions to modify the management strategy for a better insecurity control. Through the research on the management strategy of job insecurity of the salesman of Company T, this paper finds that during enterprise transformation, the T company sales has a strong job insecurity, which result in the dilemma of sales underperformance and sales team instability. In this paper, the author makes a comparative analysis on the job insecurity of sales personnel before and after the change period, and evaluates management measures to provide management Suggestions for the problems encountered during the reform period. Therefore, the enterprise should set up a multiple perspectives multi-dimensional management strategy to integrated management of sales personnel for organizational change and produce insecurity, but also through continuous investigation and correction strategy, to carry on the dynamic management, the staff of insecurity to reduce excessive insecurity to the negative effects of organization performance, the different dimensions of insecurity control in a reasonable way, so as to realize the strategic target of enterprise. This paper, taking salesman during the period of merger and acquisition in instrument industry as research subject, analyzes and evaluates the measures on insecurity management, which not only provides the effective expansion to the theory of job insecurity, but also give a supplement to the systematic study on salesman management, the most important is to references to management strategies of enterprise during organization transformation. KEY WORDS： Job Insecurity Enterprise Transformation Salesman Management Strategy