發(fā)布時(shí)間：2018-11-03 15:29

【摘要】：隨著我國(guó)加入WTO，保險(xiǎn)業(yè)全面開(kāi)放，國(guó)內(nèi)保險(xiǎn)公司面臨的市場(chǎng)競(jìng)爭(zhēng)日益加劇。如何不斷提高自身競(jìng)爭(zhēng)力，提升經(jīng)營(yíng)管理水平和團(tuán)隊(duì)整體能力，成為了國(guó)內(nèi)保險(xiǎn)公司面前的一大重要課題。實(shí)踐證明，圍繞公司中長(zhǎng)期發(fā)展戰(zhàn)略，構(gòu)建符合公司自身發(fā)展的績(jī)效考核平臺(tái)，是國(guó)內(nèi)保險(xiǎn)公司從粗放式經(jīng)營(yíng)轉(zhuǎn)向精細(xì)化管理，從短期高速增長(zhǎng)轉(zhuǎn)變?yōu)槌掷m(xù)健康成長(zhǎng)的重要途徑，從而逐步加強(qiáng)與競(jìng)爭(zhēng)對(duì)手的抗衡能力。同時(shí)，針對(duì)保險(xiǎn)市場(chǎng)近幾年呈現(xiàn)的不規(guī)范競(jìng)爭(zhēng)愈演愈烈的形勢(shì)，監(jiān)管部門(mén)也多次召開(kāi)相關(guān)會(huì)議，要求各家保險(xiǎn)公司必須建立科學(xué)合理的考核指標(biāo)和制度。因此，無(wú)論從市場(chǎng)、監(jiān)管還是公司內(nèi)部均要求各保險(xiǎn)公司建立起切實(shí)有效的績(jī)效考核體系。 本文以TP汽車(chē)保險(xiǎn)股份有限公司二級(jí)機(jī)構(gòu)為對(duì)象，從研究其績(jī)效考核的現(xiàn)狀入手，對(duì)其中出現(xiàn)的問(wèn)題進(jìn)行深入剖析，并結(jié)合國(guó)內(nèi)外先進(jìn)的績(jī)效管理理論和經(jīng)驗(yàn)，提出TP汽車(chē)保險(xiǎn)公司二級(jí)機(jī)構(gòu)績(jī)效考核的改進(jìn)對(duì)策和建議，嘗試引進(jìn)平衡計(jì)分卡的方法，進(jìn)而構(gòu)建全面的績(jī)效考核體系，為企業(yè)的持續(xù)發(fā)展奠定堅(jiān)實(shí)基礎(chǔ)，為同業(yè)其他公司以及保險(xiǎn)監(jiān)管部門(mén)提供借鑒。
[Abstract]:With China's entry into WTO, the market competition of domestic insurance companies is becoming more and more serious. How to improve their competitiveness, improve the management level and the overall ability of the team, has become a major issue facing the domestic insurance companies. Practice has proved that building a performance appraisal platform in accordance with the company's own development strategy around the company's medium and long term development strategy is the shift of domestic insurance companies from extensive operation to fine management. From the short-term high-speed growth to the sustained and healthy growth of an important way to gradually strengthen the ability to compete with competitors. At the same time, in view of the increasingly fierce non-standard competition in the insurance market in recent years, the regulatory authorities have also held several meetings, demanding that insurance companies must establish scientific and reasonable assessment indicators and systems. Therefore, every insurance company is required to establish effective performance appraisal system from market, supervision and company. This paper takes the second-level institution of TP Automobile Insurance Co., Ltd. as the object, starting with the research on the present situation of its performance appraisal, deeply analyzes the problems in it, and combines the advanced theory and experience of performance management at home and abroad. This paper puts forward the countermeasures and suggestions for improving the performance appraisal of the secondary institutions of TP Automobile Insurance Company, tries to introduce the method of balanced Scorecard, and then constructs a comprehensive performance appraisal system, which lays a solid foundation for the sustainable development of the enterprise. For other companies in the same industry and insurance regulatory departments to provide reference.
【學(xué)位授予單位】：河北工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F842.3

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