【摘要】：保險(xiǎn)業(yè)是知識(shí)密集型的產(chǎn)業(yè)，人才具有基礎(chǔ)性、戰(zhàn)略性、決定性的作用，我國(guó)保險(xiǎn)人才已經(jīng)成為我國(guó)保險(xiǎn)業(yè)發(fā)展的最大瓶頸。只有綜合利用各方面的資源，加大保險(xiǎn)人才的吸引、培養(yǎng)、留存，才能全面提升中國(guó)保險(xiǎn)業(yè)的競(jìng)爭(zhēng)實(shí)力，才能充分發(fā)揮保險(xiǎn)的經(jīng)濟(jì)“助推器”和社會(huì)“穩(wěn)定器”作用，為全面建設(shè)小康社會(huì)和構(gòu)建社會(huì)主義和諧社會(huì)服務(wù)。保險(xiǎn)人才培養(yǎng)與留存是目前各大保險(xiǎn)公司普遍存在的問題。 當(dāng)前，保險(xiǎn)業(yè)處于變動(dòng)的年代，在激烈的市場(chǎng)競(jìng)爭(zhēng)中，除了應(yīng)加強(qiáng)業(yè)務(wù)人員專業(yè)能力與營(yíng)銷能力外，同時(shí)還必須不斷的提升售后服務(wù)品質(zhì)，以確保良好的長(zhǎng)期保險(xiǎn)合約關(guān)系，進(jìn)而建立公司在市場(chǎng)上的口碑及品牌形象并得到客戶的信賴。而薪酬是人力資源管理中十分重要的工具之一，有效的薪酬績(jī)效設(shè)計(jì)對(duì)組織的發(fā)展有實(shí)質(zhì)上的功能，好的薪酬績(jī)效具有外部競(jìng)爭(zhēng)性、內(nèi)部公平性與個(gè)別公平性。外部競(jìng)爭(zhēng)性使員工與其他企業(yè)比較有較高的優(yōu)越感，能夠吸引人才。內(nèi)部公平性使員工與公司內(nèi)部相同貢獻(xiàn)的員工得到相同報(bào)酬，能夠留住人才。個(gè)別公平性使員工覺得所發(fā)揮的潛能被充分獎(jiǎng)賞，能夠激勵(lì)人才。由于薪酬績(jī)效與整體組織策略相鏈接，已成為邁向二十一世紀(jì)薪酬管理的最大挑戰(zhàn)[2]。而現(xiàn)行保險(xiǎn)業(yè)薪酬績(jī)效不盡相同，在這競(jìng)爭(zhēng)且多變的環(huán)境中，如何以薪酬績(jī)效這一利器使企業(yè)占有最大優(yōu)勢(shì)，已是人力資源管理者最關(guān)心的課題。 保險(xiǎn)業(yè)營(yíng)銷體系下，一般而言薪酬的來(lái)源主要是傭金，但近兩年來(lái)，保險(xiǎn)公司以財(cái)務(wù)補(bǔ)助計(jì)劃培育新進(jìn)人員，以提升業(yè)務(wù)人員素質(zhì)，進(jìn)而增加留存率。兩種薪酬績(jī)效的業(yè)務(wù)人員對(duì)薪酬績(jī)效管理、工作價(jià)值觀與工作滿意度是本研究欲探討的重點(diǎn)。 公平的薪酬分配是一項(xiàng)非常重要的管理決策。激勵(lì)理論認(rèn)為努力、績(jī)效、薪酬三者間存在不可分割的關(guān)系。國(guó)內(nèi)外學(xué)者普遍認(rèn)為薪酬可以有效的提高員工工作動(dòng)機(jī)與工作滿意度，，但甚少學(xué)者在不同的薪酬管理制度下探討薪酬績(jī)效管理與工作價(jià)值觀對(duì)工作滿意度及人員留存的影響。本研究正是根據(jù)這一問題提出，有一定的現(xiàn)實(shí)意義。
[Abstract]:Insurance industry is a knowledge-intensive industry, talent has a basic, strategic, decisive role, China's insurance talent has become the biggest bottleneck in the development of China's insurance industry. Only by making comprehensive use of all kinds of resources and increasing the attraction, training and retention of insurance talents, can the competitive strength of China's insurance industry be comprehensively enhanced, and the economic "booster" and social "stabilizers" of insurance be brought into full play. To build a well-off society in an all-round way and to build a socialist harmonious society. The cultivation and retention of insurance talents is a common problem for the major insurance companies at present. At present, the insurance industry is in a changing age. In the fierce market competition, in addition to strengthening the professional and marketing capabilities of business personnel, we must also continuously improve the quality of after-sales service in order to ensure a good long-term insurance contract relationship. Then establish the company in the market reputation and brand image and get the trust of customers. Compensation is one of the most important tools in human resources management. Effective compensation performance design has a substantial function for the development of the organization. Good salary performance has external competition, internal fairness and individual fairness. External competition makes employees have a higher sense of superiority with other enterprises, and can attract talents. Internal fairness allows employees to get the same pay as employees who contribute the same way within the company and retain talent. Individual fairness makes employees feel that their potential is fully rewarded and motivates talent. As compensation performance is linked to the overall organizational strategy, it has become the biggest challenge to pay management in the 21 century [2]. However, the current compensation performance of insurance industry is not the same. In this competitive and changeable environment, how to use compensation performance to make enterprises have the greatest advantage has become the most concerned topic of human resources managers. Generally speaking, commission is the main source of compensation under the insurance marketing system, but in the past two years, insurance companies have trained new entrants under the financial subsidy scheme in order to improve the quality of business personnel and thus increase the retention rate. The research focuses on the management of salary performance, work values and job satisfaction of two kinds of salary performance business personnel. Fair pay distribution is a very important management decision. Incentive theory holds that there is an inseparable relationship among effort, performance and compensation. Scholars at home and abroad generally believe that salary can effectively improve employee's job motivation and job satisfaction, but few scholars discuss the influence of salary performance management and work values on job satisfaction and personnel retention under different salary management systems. This research is based on this problem, has certain practical significance.
【學(xué)位授予單位】：新疆大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F842.3

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