發(fā)布時間：2018-07-16 08:17

【摘要】：21世紀(jì)以來，我國保險業(yè)經(jīng)歷了高速發(fā)展后，已形成國外和本土多家公司競爭的市場格局。在全球一體化的大背景下，保險企業(yè)的成長將更多圍繞高效的管理體系和制度所形成的核心競爭力。而這些管理的核心都指向人力資源管理。作為人力資源中的一個重要環(huán)節(jié)，績效管理體系的建立將提升保險企業(yè)戰(zhàn)略執(zhí)行的力度，增強企業(yè)的活力與競爭力，促進企業(yè)的發(fā)展和提升市場占有度。 T保險公司是一家近年來快速發(fā)展的中型股份制公司，其下屬理賠管理中心近年來隨著公司同步發(fā)展壯大，但由于綜合管理能效低，有效管控手段不夠，達不到公司的發(fā)展戰(zhàn)略要求。 本文通過調(diào)查問卷及訪談的方法，，以定性和定量分析法，發(fā)現(xiàn)被研究對象當(dāng)前工作中存在的問題，查找成因，最終確定了以實施績效管理為切入點的改善策略。引入事業(yè)部管理模式，實施扁平化管理，調(diào)整中心組織構(gòu)架，為績效管理的全面實施做準(zhǔn)備。通過戰(zhàn)略規(guī)劃，運用BSC的戰(zhàn)略地圖的邏輯，對戰(zhàn)略目標(biāo)進行了有效的拆解，設(shè)計了能使戰(zhàn)略目標(biāo)有效實施的指標(biāo)考核指標(biāo)，通過對績效管理理論的梳理，確定了以關(guān)鍵績效指標(biāo)為主的考核方法；通過較全面的績效評估，績效結(jié)果的合理運用，最終搭建完成以戰(zhàn)略為導(dǎo)向的績效管理體系。
[Abstract]:Since the 21st century, China's insurance industry has experienced rapid development, which has formed a market pattern of competition between foreign and local companies. Under the background of global integration, the growth of insurance enterprises will focus more on the core competitiveness formed by efficient management system and system. The core of these management points to human resources management. As an important link in human resources, the establishment of performance management system will enhance the strategic implementation of insurance enterprises, enhance the vitality and competitiveness of enterprises, T Insurance Company is a medium-sized joint-stock company with rapid development in recent years. Its subsidiary claims Management Center has grown with the development of the company in recent years. However, because of the low efficiency of integrated management and insufficient effective control measures, it can not meet the requirements of the company's development strategy. Through the methods of questionnaire and interview, by qualitative and quantitative analysis, this paper finds out the problems existing in the current work of the subjects, finds out the causes, and finally determines the improvement strategy based on the implementation of performance management. Introduce the management mode of business department, implement flat management, adjust the organizational structure of the center, and prepare for the overall implementation of performance management. Through strategic planning, using the logic of BSC's strategic map, this paper disassembles the strategic goal effectively, designs the index evaluation index that can make the strategic goal carry out effectively, and combs the theory of performance management. The evaluation method based on the key performance indicators is determined. Through the comprehensive performance evaluation and the reasonable application of the performance results, the performance management system based on strategy is built and completed.
【學(xué)位授予單位】：云南師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F842;F272.92

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