本文選題：PA保險(xiǎn)公司 + 績(jī)效考核��； 參考：《對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)》2017年碩士論文

【摘要】：由于全球經(jīng)濟(jì)的不斷發(fā)展而引發(fā)了經(jīng)濟(jì)環(huán)境不穩(wěn)定,企業(yè)在這一環(huán)境中的經(jīng)營(yíng)便愈加艱難,諸多挑戰(zhàn)在這一背景下不斷涌出。增強(qiáng)人力資源的管理水平、加強(qiáng)企業(yè)業(yè)績(jī)考核等一系列手段來(lái)提高自身的競(jìng)爭(zhēng)優(yōu)勢(shì)成為了共識(shí)。由于我國(guó)當(dāng)前保險(xiǎn)行業(yè)的發(fā)展較為迅速,行業(yè)勢(shì)頭迅猛,各大保險(xiǎn)公司管理已相對(duì)成熟,保險(xiǎn)公司已認(rèn)識(shí)到了績(jī)效評(píng)價(jià)的對(duì)企業(yè)發(fā)展的重要,績(jī)效考核評(píng)價(jià)指標(biāo)與體系的完善已然成為保險(xiǎn)行業(yè)人力資源管理當(dāng)中的重中之重。但是很多保險(xiǎn)公司仍然將財(cái)務(wù)指標(biāo)作為重要的評(píng)價(jià)指標(biāo),忽略非財(cái)務(wù)指標(biāo)因素。在此背景下,論文從績(jī)效考核原則確立、績(jī)效考核方法選擇、績(jī)效考核內(nèi)容完善、績(jī)效考核組織與管理、績(jī)效考核評(píng)價(jià)、績(jī)效考核結(jié)果運(yùn)用等角度出發(fā),以PA保險(xiǎn)公司北京分公司為研究對(duì)象,對(duì)PA公司存在的績(jī)效問(wèn)題進(jìn)行研究。從研究?jī)?nèi)容看,首先,接受了論文研究目的及意義;其次,介紹了績(jī)效管理相關(guān)理論;接著,對(duì)PA保險(xiǎn)公司員工績(jī)效考核現(xiàn)狀、問(wèn)題進(jìn)行了研究;然后,對(duì)PA保險(xiǎn)公司員工績(jī)效考核方案進(jìn)行優(yōu)化設(shè)計(jì);進(jìn)而,提出了PA保險(xiǎn)公司北京分公司績(jī)效管理優(yōu)化方案實(shí)施保障;最后,對(duì)論文研究進(jìn)行總結(jié)。通過(guò)研究,論文取得了以下幾點(diǎn)結(jié)論:第一,績(jī)效考核必須堅(jiān)持科學(xué)性和可操作性原則。從PA保險(xiǎn)公司北京分公司績(jī)效考核現(xiàn)狀可以看出,只有科學(xué)的設(shè)置指標(biāo)和權(quán)重,才能確�？�(jī)效考核的全面性、公平性和客觀性。第二,績(jī)效考核的主體和績(jī)效考核對(duì)象必須明確。對(duì)于不同的績(jī)效考核對(duì)象要明確其不同的考核主體。第三,績(jī)效考核結(jié)果運(yùn)用是績(jī)效考核的重要目的。第四,績(jī)效考核體系優(yōu)化的實(shí)施需要得到高層的大力支持。公司高層作為決策層,其對(duì)績(jī)效考核的重視和對(duì)績(jī)效考核的認(rèn)識(shí)最終都會(huì)反映在績(jī)效考核的執(zhí)行情況。
[Abstract]:With the continuous development of the global economy, the economic environment is unstable, and the management of enterprises in this environment becomes more and more difficult.It has become a consensus to strengthen the management level of human resources and strengthen the performance evaluation of enterprises to improve their own competitive advantage.Due to the rapid development of the insurance industry in China, the industry momentum is swift and violent, the management of the major insurance companies has been relatively mature, insurance companies have recognized the importance of performance evaluation to the development of enterprises.The improvement of performance evaluation index and system has become the most important part of human resource management in insurance industry.However, many insurance companies still regard financial indicators as important evaluation indicators, ignoring non-financial indicators.Under this background, the paper sets out from the angle of establishing the principle of performance appraisal, choosing the method of performance appraisal, perfecting the content of performance appraisal, organizing and managing performance appraisal, evaluating performance, applying the result of performance appraisal, etc.Taking PA Insurance Company Beijing Branch as the research object, this paper studies the performance problems of PA Company.From the content of the study, first, accepted the purpose and significance of the paper; secondly, introduced the theory of performance management; then, the status quo of employee performance appraisal of PA insurance company, the problems were studied; then,The employee performance appraisal scheme of PA insurance company is optimized. Then, the performance management optimization scheme of Beijing branch of PA insurance company is put forward. Finally, the paper summarizes the research.The conclusions are as follows: first, performance appraisal must adhere to the principles of science and operability.It can be seen from the current situation of performance appraisal in Beijing branch of PA insurance company that only scientific setting of index and weight can ensure the comprehensiveness, fairness and objectivity of performance appraisal.Second, the subject and object of performance appraisal must be clear.For different performance appraisal objects, it is necessary to define their different evaluation subjects.Third, the application of performance appraisal results is an important purpose of performance appraisal.Fourth, the implementation of performance appraisal system optimization needs strong support from the senior level.As the decision-makers, the high level of the company pay more attention to the performance appraisal and the understanding of the performance appraisal will reflect the implementation of the performance appraisal.
【學(xué)位授予單位】：對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F842.3
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本文編號(hào)：1760781