本文選題：JT + 保險公司��； 參考：《電子科技大學(xué)》2017年碩士論文

【摘要】：績效考核是企業(yè)績效管理的一個重要環(huán)節(jié),僅僅停留在形式上的考核只會增加無效的管理成本,只有真正有效的績效考核才能促進公司業(yè)績的發(fā)展�？冃Э己梭w系應(yīng)與公司戰(zhàn)略發(fā)展息息相關(guān),引導(dǎo)員工將工作重心朝公司期望的方向發(fā)展,績效考核的實施是為了充分辨別員工的績效表現(xiàn),對員工做出客觀公正的評價,將表現(xiàn)優(yōu)異的員工辨識出來始終是考核的第一要務(wù),績效考核體系的應(yīng)用需要充分匹配對表現(xiàn)優(yōu)異員工的激勵,以充分發(fā)揮績效考核的引導(dǎo)作用,為員工樹立榜樣。JT公司作為一家初創(chuàng)不久的保險公司,隨著股東結(jié)構(gòu)的變化,公司的經(jīng)營方向與策略也隨之發(fā)生變化,目前已完成新三板的上市,變化中的JT公司需要摸索出適合自身特點的績效考核體系,績效考核體系對員工隊伍的士氣及行為都有不可比擬的影響,考核重在監(jiān)控過程,但員工們卻更在意的是考核結(jié)果及考核激勵�，F(xiàn)有的績效考核體系存在著考核指標(biāo)設(shè)計不完善,考核規(guī)則不清晰,考核導(dǎo)向不明確等問題,每年考核結(jié)束后,都會有不同層級人員表達出對考核結(jié)果甚至是考核體系的不認(rèn)同,這不僅影響了員工的工作態(tài)度,也導(dǎo)致了整體工作氛圍的消極。近兩年,不僅基層員工大量流失,中高層人員的異動也相當(dāng)頻繁,人才的大量流失與現(xiàn)行考核體系存在著密不可分的關(guān)系。為更好的支持公司業(yè)績發(fā)展,本文希望通過分析JT公司所面臨的企業(yè)戰(zhàn)略變革問題,結(jié)合績效考核設(shè)計的相關(guān)理論知識和過去幾年績效考核中實際所遇到的各類問題,并通過員工敬業(yè)度和滿意度問卷調(diào)查、各層級人員訪談、與行業(yè)標(biāo)桿對比等方法,厘清JT公司的業(yè)務(wù)發(fā)展戰(zhàn)略,進行JT公司總分機構(gòu)之間的內(nèi)部公平性和外部競爭性分析,診斷JT公司在戰(zhàn)略變革下的績效考核問題,重新設(shè)計出在新的戰(zhàn)略模式下適合JT持續(xù)發(fā)展的績效考核體系,使之適應(yīng)目前行業(yè)發(fā)展和內(nèi)部五年規(guī)劃發(fā)展。本文對同樣處于初創(chuàng)期和戰(zhàn)略變革期的保險公司績效考核體系的搭建與提升具有一定的借鑒意義,為國內(nèi)面臨變革的初創(chuàng)期企業(yè)實現(xiàn)逐步穩(wěn)定盈利和健康發(fā)展提出可行性建議,具有較強的針對性和實用性。
[Abstract]:Performance appraisal is an important part of enterprise performance management. Merely staying in form will only increase the ineffective management cost, and only truly effective performance appraisal can promote the development of company performance.The performance appraisal system should be closely related to the development of the company strategy, and guide the staff to focus their work towards the direction expected by the company. The implementation of the performance appraisal is to fully distinguish the performance of the employees and to make an objective and fair evaluation of the employees.The identification of employees with excellent performance is always the first priority of the evaluation. The application of performance appraisal system needs to match the incentive to the excellent performance staff, so as to give full play to the guiding role of performance appraisal.As a newly established insurance company, with the change of shareholder structure, the management direction and strategy of JT Company has also changed. At present, the listing of the new third board has been completed.The changing JT company needs to find out a performance appraisal system suitable for its own characteristics. The performance appraisal system has an incomparable effect on the morale and behavior of the staff, and the assessment focuses on the monitoring process.But employees care more about the results and incentives.The existing performance appraisal system has problems such as imperfect design of appraisal indexes, unclear assessment rules, unclear assessment direction, and so on.There will be people at different levels to express their disapproval of the assessment results or even the evaluation system, which not only affects the working attitude of the staff, but also leads to the negative working atmosphere.In the past two years, not only the grass-roots staff have been losing a great deal, but also the middle and high level personnel have changed a lot, and there is a close relationship between the massive loss of talents and the current examination system.In order to better support the development of the company's performance, this paper hopes to analyze the corporate strategic change problems faced by JT Company, combined with the relevant theoretical knowledge of performance appraisal design and the actual problems encountered in the performance appraisal in the past few years.Through the questionnaire survey of employee engagement and satisfaction, the interview of staff at all levels, and the comparison with the industry benchmark, this paper clarifies the business development strategy of JT Company, and analyzes the internal fairness and external competitiveness among the total sub-organizations of JT Company.To diagnose the performance appraisal problem of JT Company under the strategic change, to redesign the performance appraisal system suitable for JT sustainable development under the new strategic mode, and to make it adapt to the current industry development and the internal five-year planning development.This paper has some reference significance for the establishment and promotion of the performance appraisal system of insurance companies, which are also in the initial period and strategic change period, and puts forward some feasible suggestions for the domestic enterprises in the initial period facing change to realize the steady profit and healthy development step by step.It has strong pertinence and practicability.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F842.3

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本文編號：1768553