【摘要】：我國(guó)壽險(xiǎn)業(yè)經(jīng)過(guò)20多年的快速發(fā)展，取得了有目共睹的成績(jī)，也積累了一些問(wèn)題。最突出的問(wèn)題是壽險(xiǎn)營(yíng)銷系統(tǒng)用工模式不規(guī)范，實(shí)施營(yíng)銷工作“人海戰(zhàn)術(shù)”，導(dǎo)致?tīng)I(yíng)銷員隊(duì)伍龐大并淪為企業(yè)的“邊緣人”。壽險(xiǎn)營(yíng)銷系統(tǒng)這一特殊群體對(duì)企業(yè)的歸屬感不強(qiáng)，忠誠(chéng)度不高，穩(wěn)定性較差，加之片面追求營(yíng)銷業(yè)績(jī)的考核管理方式而引發(fā)諸多經(jīng)濟(jì)和社會(huì)問(wèn)題，影響了壽險(xiǎn)業(yè)可持續(xù)發(fā)展，甚至給社會(huì)穩(wěn)定帶來(lái)消極影響。解決上述問(wèn)題根本出路是實(shí)施有效的績(jī)效管理。 為此，本文以新華人壽遼寧分公司為例，提出的主要對(duì)策是基于企業(yè)發(fā)展戰(zhàn)略的目標(biāo)導(dǎo)向，構(gòu)建一套系統(tǒng)的營(yíng)銷人員績(jī)效管理指標(biāo)體系，并從研究的背景及意義、績(jī)效管理理論基礎(chǔ)與方法、壽險(xiǎn)企業(yè)營(yíng)銷系統(tǒng)用工狀況分析、績(jī)效管理方面存在的問(wèn)題、壽險(xiǎn)企業(yè)營(yíng)銷系統(tǒng)員工績(jī)效管理指標(biāo)體系的重構(gòu)、研究總結(jié)與展望等六個(gè)方面進(jìn)行了系統(tǒng)的研究論述。 本文提出的內(nèi)部協(xié)約化勞動(dòng)關(guān)系概念的界定、基于目標(biāo)導(dǎo)向的績(jī)效管理運(yùn)行程序、階梯式提成制全面薪酬模式、壽險(xiǎn)營(yíng)銷系列職稱評(píng)定的制度設(shè)計(jì)、著眼于營(yíng)銷員職業(yè)規(guī)劃的壽險(xiǎn)營(yíng)銷培訓(xùn)體系設(shè)計(jì)、營(yíng)銷隊(duì)伍通過(guò)崗位“轉(zhuǎn)型”全部納入勞動(dòng)法規(guī)調(diào)解范疇等觀點(diǎn)和措施都具有一定的創(chuàng)新性和可操作性。通過(guò)對(duì)壽險(xiǎn)企業(yè)營(yíng)銷系統(tǒng)用工的績(jī)效管理研究，得出以下結(jié)論： 績(jī)效管理是一個(gè)動(dòng)態(tài)反饋系統(tǒng)，核心是績(jī)效考核，但決不能僅僅停留在績(jī)效考核的層面，而忽視其他環(huán)節(jié)的作用，否則績(jī)效管理就會(huì)流于形式；壽險(xiǎn)企業(yè)營(yíng)銷系統(tǒng)用工的績(jī)效管理對(duì)象具有特殊性，，構(gòu)建績(jī)效管理指標(biāo)體系必須高度重視員工的根本關(guān)切，強(qiáng)調(diào)員工與企業(yè)共同發(fā)展的理念，始終堅(jiān)持以正激勵(lì)為主；薪酬激勵(lì)必須著眼于營(yíng)銷隊(duì)伍建設(shè)的長(zhǎng)遠(yuǎn)目標(biāo)，通過(guò)階梯式提成制全面薪酬模式強(qiáng)化員工與企業(yè)的穩(wěn)定聯(lián)系；解決壽險(xiǎn)營(yíng)銷員工“邊緣人”地位問(wèn)題，必須推動(dòng)崗位“轉(zhuǎn)型”制度設(shè)計(jì)，使?fàn)I銷員用工制度納入勞動(dòng)法規(guī)的調(diào)解范圍，提升社會(huì)認(rèn)同度，才能化解不良問(wèn)題。為此，必須統(tǒng)籌現(xiàn)實(shí)步驟和長(zhǎng)遠(yuǎn)規(guī)劃，分步實(shí)施，通過(guò)發(fā)展和改革尋求出路；績(jī)效管理體系重構(gòu)的核心在于關(guān)鍵績(jī)效指標(biāo)的甄選確定，出發(fā)點(diǎn)是基于企業(yè)發(fā)展的戰(zhàn)略目標(biāo)導(dǎo)向；著眼于職業(yè)規(guī)劃的培訓(xùn)是提升績(jī)效管理水平的重要渠道，必須高度重視培訓(xùn)體系和職稱系列設(shè)計(jì)，為人壽保險(xiǎn)營(yíng)銷隊(duì)伍職業(yè)化發(fā)展打開空間。
[Abstract]:After more than 20 years of rapid development, China's life insurance industry has made obvious achievements and accumulated some problems. The most prominent problem is that the employment mode of life insurance marketing system is not standardized, and the implementation of marketing work "crowd tactics", leading to a large number of marketers and reduced to "marginal people" in enterprises. Life insurance marketing system, a special group of enterprises, has not strong sense of belonging, low loyalty, poor stability, and the one-sided pursuit of marketing performance assessment and management mode, which has caused many economic and social problems, which has affected the sustainable development of life insurance industry. It even has a negative impact on social stability. The fundamental solution to the above problems is to implement effective performance management. Therefore, taking the Liaoning branch of New China Life Insurance Company as an example, the main countermeasure is to construct a systematic performance management index system of marketing personnel based on the goal orientation of the enterprise development strategy, and from the background and significance of the research. The theoretical basis and method of performance management, the analysis of employment status of life insurance enterprise marketing system, the problems existing in performance management, and the reconstruction of employee performance management index system of life insurance enterprise marketing system. The research summary and prospect are systematically discussed in six aspects. In this paper, the definition of the concept of internal contractual labor relations, the performance management operating procedures based on goal-oriented, the overall salary model of step by step commission system, the system design of professional title evaluation of life insurance marketing series, the definition of the concept of internal contractual labor relations, the system design of performance management based on goal-oriented management, The design of life insurance marketing training system based on marketers' career planning and the integration of marketing team into the scope of labor law mediation through post "transformation" are all innovative and operable. Through the research on the performance management of life insurance enterprise marketing system, the following conclusions are drawn: performance management is a dynamic feedback system, the core of which is performance appraisal, but it can not only stay at the level of performance appraisal. Otherwise, the performance management will become a mere formality; the target of performance management in the marketing system of life insurance enterprises has its particularity, so it is necessary to attach great importance to the fundamental concern of employees in the construction of performance management index system. It emphasizes the idea of common development between employees and enterprises, and always insists on positive motivation, and the compensation incentive must focus on the long-term goal of marketing team construction, and strengthen the stable contact between employees and enterprises through the overall salary model of step by step commission system. In order to solve the problem of "marginal person" status of life insurance marketing staff, we must promote the design of post "transformation" system, bring the employment system of marketers into the mediation scope of labor laws and regulations, and promote the social identity so as to resolve the bad problems. Therefore, it is necessary to coordinate practical steps and long-term planning, step by step implementation, and seek a way out through development and reform. The core of the reconstruction of performance management system lies in the selection and determination of key performance indicators, and the starting point is based on the strategic objective orientation of enterprise development. The training focused on career planning is an important channel to improve the level of performance management. We must attach great importance to the training system and professional title series design to open up space for the professional development of life insurance marketing team.
【學(xué)位授予單位】：武漢工程大學(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 孫蓉,張華;發(fā)達(dá)國(guó)家保險(xiǎn)中介人制度模式及其啟示[J];財(cái)經(jīng)科學(xué);2002年04期

2 辛桂華;;壽險(xiǎn)個(gè)人代理制營(yíng)銷模式的缺陷及其創(chuàng)新[J];經(jīng)濟(jì)論壇;2010年08期

3 郗蒙浩;王慧彥;黃偉;;談績(jī)效評(píng)價(jià)方法及其在國(guó)內(nèi)外的發(fā)展[J];經(jīng)濟(jì)師;2007年04期

4 張劍虹;績(jī)效管理工作中的七個(gè)誤區(qū)[J];企業(yè)改革與管理;2003年05期

5 程大友;構(gòu)建企業(yè)動(dòng)態(tài)績(jī)效評(píng)價(jià)系統(tǒng)[J];統(tǒng)計(jì)與決策;2004年10期

6 李洪勝;;KRA績(jī)效管理體系的設(shè)計(jì)[J];市場(chǎng)周刊(理論研究);2007年07期

7 洪明仁;陳曉劍;;臺(tái)灣壽險(xiǎn)企業(yè)管理對(duì)組織績(jī)效的影響[J];商場(chǎng)現(xiàn)代化;2006年11期

8 李銳;葉蓮花;凌文輇;;適應(yīng)性績(jī)效理論及其應(yīng)用[J];現(xiàn)代管理科學(xué);2006年11期

9 孫永風(fēng),李垣;企業(yè)績(jī)效評(píng)價(jià)的理論綜述及存在的問(wèn)題分析[J];預(yù)測(cè);2004年02期

10 包國(guó)憲;董靜;;政府績(jī)效評(píng)價(jià)結(jié)果管理問(wèn)題的幾點(diǎn)思考[J];中國(guó)行政管理;2006年08期

本文編號(hào)：2231984