本文選題：保險(xiǎn)經(jīng)紀(jì) + 績效管理　； 參考：《重慶師范大學(xué)》2014年碩士論文

【摘要】：隨著經(jīng)濟(jì)發(fā)展水平的提高，公司對(duì)績效管理的優(yōu)劣直接決定公司能否在當(dāng)前激烈競爭的金融環(huán)境中占領(lǐng)一席之地,對(duì)于我國多數(shù)企業(yè)，尤其是剛剛起步不久的企業(yè)，在風(fēng)險(xiǎn)加劇的情況下很難利用傳統(tǒng)的績效管理方法對(duì)公司進(jìn)行有效的管理，企業(yè)為了在競爭中求得生存和發(fā)展,就必須建立完整的績效管理體系，并不斷完善和優(yōu)化績效管理體系才能對(duì)公司進(jìn)行戰(zhàn)略創(chuàng)新和管理。當(dāng)今對(duì)于保險(xiǎn)經(jīng)紀(jì)公司也面臨著巨大的壓力，，制定有效的發(fā)展策略將作為提升保險(xiǎn)經(jīng)紀(jì)公司競爭力的有效手段。 本文通過昆侖保險(xiǎn)經(jīng)紀(jì)公司績效管理的研究，闡述了績效管理的內(nèi)涵和作用，對(duì)績效管理相關(guān)的研究理論進(jìn)行了闡述，在參考國內(nèi)外績效管理研究現(xiàn)狀的基礎(chǔ)上細(xì)致地分析了公司當(dāng)前績效管理存在的問題，分析了績效管理存在問題的成因，究其主要原因就是昆侖保險(xiǎn)經(jīng)紀(jì)公司還尚未建立系統(tǒng)的績效管理體系，績效管理只是對(duì)公司員工進(jìn)行的績效考核，沒有深入研究績效管理的深刻內(nèi)涵。本文從基于平衡計(jì)分卡的角度對(duì)昆侖保險(xiǎn)經(jīng)紀(jì)公司績效管理體系進(jìn)行了構(gòu)建，對(duì)公司績效指標(biāo)從財(cái)務(wù)維度、內(nèi)部管理、客戶、學(xué)習(xí)成長四個(gè)方面進(jìn)行了系統(tǒng)設(shè)計(jì)，同時(shí)分析了公司績效計(jì)劃，根據(jù)昆侖保險(xiǎn)經(jīng)紀(jì)公司的發(fā)展愿景、發(fā)展目標(biāo)、經(jīng)營狀況以及經(jīng)營策略結(jié)合當(dāng)前公司績效管理存在的問題，從保障平衡計(jì)分卡指標(biāo)角度提出保障所構(gòu)建的績效管理體系實(shí)施的對(duì)策措施,并整理出具體的方案。本文通過對(duì)昆侖保險(xiǎn)經(jīng)紀(jì)公司績效管理體系的構(gòu)建，以期對(duì)我國其它保險(xiǎn)經(jīng)紀(jì)公司績效考核體系的構(gòu)建提供借鑒和參考。
[Abstract]:With the improvement of the level of economic development, the company's performance management directly determines whether the company can occupy a place in the current competitive financial environment. For most of the enterprises in China, especially those that have just started soon, it is difficult to use the traditional performance management method to effectively use the traditional performance management method. Management, in order to survive and develop in the competition, the enterprise must establish a complete performance management system, and constantly improve and optimize the performance management system to carry out strategic innovation and management of the company. Today, the insurance brokerage company is also faced with great pressure, the formulation of effective development strategy will be promoted as an insurance broker company. Effective means of competitiveness.
Through the study of the performance management of Kunlun insurance broking company, this paper expounds the connotation and function of performance management, expounds the research theories related to performance management, and analyses the problems existing in the current performance management of the company on the basis of reference to the status quo of performance management at home and abroad, and analyzes the problems of performance management. The main reason is that the Kunlun insurance brokerage company has not yet established a systematic performance management system, performance management is only a performance appraisal for the employees of the company, and does not deeply study the profound connotation of performance management. This paper constructs the performance management system of Kunlun insurance broking company from the perspective of Balanced Scorecard. The company performance index is systematically designed from four aspects of financial dimension, internal management, customer and learning growth. At the same time, the company performance plan is analyzed. According to the development vision, development goal, management situation and management strategy of Kunlun insurance brokerage company, the existing problems in the performance management of the company are combined with the balance scorecard. In order to provide reference and reference for the construction of the performance appraisal system of other insurance brokers in China, the paper puts forward the countermeasures and measures to ensure the implementation of the performance management system built, and collate concrete plans. This article through the construction of the performance management system of Kunlun insurance broking company, in order to provide reference and reference for the construction of other insurance brokerage companies in China.

【學(xué)位授予單位】：重慶師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F842.3

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王敏;;平衡計(jì)分卡在企業(yè)績效管理中的應(yīng)用[J];合作經(jīng)濟(jì)與科技;2010年02期

2 賀慶春;楊鐵軍;;保險(xiǎn)市場結(jié)構(gòu)與績效的研究現(xiàn)狀及其啟示[J];經(jīng)濟(jì)論壇;2007年06期

3 羅秀琴;;平衡記分卡在房地產(chǎn)企業(yè)績效評(píng)價(jià)中的應(yīng)用探討[J];經(jīng)濟(jì)師;2007年03期

4 張保真;孫劍;;淺談如何構(gòu)建企業(yè)科學(xué)的績效考核體系[J];科技情報(bào)開發(fā)與經(jīng)濟(jì);2010年03期

5 彭劍鋒;戰(zhàn)略性人力資源管理[J];企業(yè)管理;2003年10期

6 宋曉偉;;企業(yè)績效考核體系的構(gòu)建[J];企業(yè)改革與管理;2010年11期

7 阮曉明;;面向酒店平衡計(jì)分卡的KPI指標(biāo)體系構(gòu)建——以希爾頓酒店為例[J];商場現(xiàn)代化;2010年04期

8 白雪;劉慶杰;;淺議我國企業(yè)績效評(píng)價(jià)指標(biāo)體系[J];現(xiàn)代商業(yè);2010年05期

9 馬洪禮;中小企業(yè)如何有效實(shí)施績效管理[J];現(xiàn)代管理科學(xué);2003年05期

10 董俊聲;;企業(yè)績效管理KPI開發(fā)、應(yīng)用流程探析[J];現(xiàn)代經(jīng)濟(jì)信息;2010年04期

本文編號(hào)：1859894