本研究主要在解決管理業務員上所面臨的代理問題，透過分析業務員任務，找出可能之績效指標。再利用Milgrom 和 Roberts（1992）提出的誘因報償準則與網路外部性及涉入程度的分類下，制定合適的績效管理制度，作為公司雇主或決策者在規劃各項工作的設計、績效指標與誘因報償制度的參考，將可改善管理問題，提升公司績效。
經由問卷調查與統計實證分析後得知，A類型公司在考核業務員時，越注重未來潛在收益面指標，則對公司績效有正向影響。B類型公司在考核業務員時，越注重現階段收益面指標，則對公司績效有正向影響。C類型公司在考核業務員時，越注重現階段收益面指標，則對公司績效有正向影響。

The study focuses on how to resolve salesperson’s agency problems and investigates the appropriate Key Performance Indication (KPI) according to the salesperson’s tasks. Based on incentive contract theory (Milgrom and Roberts, 1992) and the attributions (i.e. externality and evaluations) for the category of the organizations, we posit there is significant influence on the weight of the performance of company.
The result in category A is that the future revenue KPI had positive effect on the performance of company. In category B is that the present revenue KPI had positive effect on the performance of company. In category C is that the present revenue KPI had positive effect on the performance of company.

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