【摘要】：進(jìn)入二十一世紀(jì)，隨著中國(guó)經(jīng)濟(jì)的持續(xù)穩(wěn)定發(fā)展，我國(guó)保險(xiǎn)業(yè)作為朝陽(yáng)產(chǎn)業(yè)，保持高速發(fā)展的態(tài)勢(shì)。目前，中國(guó)保險(xiǎn)市場(chǎng)全面開放，經(jīng)營(yíng)主體不斷增加，國(guó)內(nèi)外保險(xiǎn)公司競(jìng)爭(zhēng)日趨激烈，社會(huì)大眾對(duì)保險(xiǎn)產(chǎn)品和服務(wù)的要求也不斷提高。保險(xiǎn)公司迫切需要建立一套完善的績(jī)效管理體系，，提升企業(yè)的核心競(jìng)爭(zhēng)力，增強(qiáng)執(zhí)行力，以結(jié)果為導(dǎo)向指引員工的行為，最終實(shí)現(xiàn)企業(yè)經(jīng)營(yíng)目標(biāo)。 中國(guó)太平洋財(cái)產(chǎn)保險(xiǎn)股份有限公司是一家上市公司，世界500強(qiáng)企業(yè)，Z公司是太平洋財(cái)產(chǎn)保險(xiǎn)設(shè)立在Z市的分支機(jī)構(gòu)，在當(dāng)?shù)亟?jīng)營(yíng)財(cái)產(chǎn)保險(xiǎn)業(yè)務(wù)，品牌和服務(wù)優(yōu)質(zhì)，業(yè)務(wù)穩(wěn)健發(fā)展，市場(chǎng)份額排行前列。Z公司建立了一套以KPI為核心的績(jī)效管理體系，取得了較好的效果。但是，經(jīng)過分析研究，目前的績(jī)效管理，存在著改進(jìn)之處。例如，考核指標(biāo)的選擇和設(shè)定，權(quán)重分配等缺乏科學(xué)依據(jù)和充分論證；績(jī)效管理有時(shí)流于形式，缺乏過程關(guān)注；員工對(duì)績(jī)效管理存在不理解之處，有抵觸情緒；保險(xiǎn)從業(yè)人員流動(dòng)性大，績(jī)效管理存在短期行為，不利于企業(yè)的人才培養(yǎng)和隊(duì)伍穩(wěn)定。 本文依據(jù)績(jī)效管理的有關(guān)理論，對(duì)太平洋財(cái)產(chǎn)保險(xiǎn)Z公司績(jī)效管理現(xiàn)狀進(jìn)行調(diào)研分析，探討存在的問題和原因，提出了改進(jìn)方案和措施，完善了Z公司的績(jī)效管理體系。本文探索適合保險(xiǎn)行業(yè)和企業(yè)發(fā)展的績(jī)效管理方案，對(duì)促進(jìn)保險(xiǎn)行業(yè)發(fā)展和企業(yè)績(jī)效管理有一定的參考價(jià)值。
[Abstract]:In the 21 century, with the sustained and stable development of China's economy, China's insurance industry, as a sunrise industry, maintains a rapid development trend. At present, China's insurance market is fully open, the main body of business is increasing, the competition between domestic and foreign insurance companies is becoming increasingly fierce, and the requirements of the public for insurance products and services are also increasing. Insurance companies urgently need to establish a set of perfect performance management system, enhance the core competitiveness of enterprises, enhance the executive power, guide the behavior of employees with the guidance of results, and finally achieve the business objectives. China Pacific property Insurance Co., Ltd. is a listed company, the world's top 500 enterprises, Z is the Pacific property insurance established in Z branch, in the local property insurance business, brand and service quality, Business steady development, market share in the forefront. Z company established a set of KPI as the core of the performance management system, achieved good results. However, after analysis and research, the current performance management, there are improvements. For example, the selection and setting of evaluation indexes, weight distribution and other lack of scientific basis and adequate proof; performance management is sometimes mere form, lack of process attention, employees do not understand the performance management, there is resistance; Insurance employees have great mobility and short-term behavior in performance management, which is not conducive to the training of talents and stability of the team. Based on the theory of performance management, this paper investigates and analyzes the current situation of performance management in Pacific property Insurance Company Z, discusses the existing problems and causes, and puts forward some improvement schemes and measures to perfect the performance management system of Z Company. This paper explores the scheme of performance management suitable for the development of insurance industry and enterprises, which has certain reference value for promoting the development of insurance industry and enterprise performance management.
【學(xué)位授予單位】：廣東財(cái)經(jīng)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

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