團(tuán)體保險(xiǎn)績(jī)效管理指標(biāo)體系研究
發(fā)布時(shí)間：2018-09-09 16:06
【摘要】：我國(guó)自改革開放以來,人民生活水平明顯提高,同時(shí),國(guó)家政治、經(jīng)濟(jì)、金融等方面的改革也向前發(fā)展,人民大眾對(duì)保險(xiǎn)的接受程度進(jìn)一步增強(qiáng)。隨著發(fā)展,國(guó)內(nèi)壽險(xiǎn)公司最主要的結(jié)構(gòu)性問題和深層次問題也隨之暴露出來。然而,完善壽險(xiǎn)產(chǎn)品結(jié)構(gòu)和提升服務(wù)意識(shí)水平,最重要的就是要不斷地去改變壽險(xiǎn)業(yè)從業(yè)人員,提升他們的工作技巧和方法。即需要與之相適應(yīng)的績(jī)效考核方法,才能不斷地改進(jìn)工作的問題,鑒于以上,本文以X人壽保險(xiǎn)公司的團(tuán)體保險(xiǎn)業(yè)務(wù)為例來進(jìn)行研究,并結(jié)合我國(guó)保險(xiǎn)行業(yè)團(tuán)險(xiǎn)業(yè)務(wù)的實(shí)際,從多個(gè)角度來發(fā)現(xiàn)并分析團(tuán)體保險(xiǎn)業(yè)務(wù)在對(duì)員工考核中存在的問題,以便找到更符合團(tuán)體保險(xiǎn)業(yè)務(wù)發(fā)展的有效考核辦法。本文將通過六個(gè)部分來剖析實(shí)際績(jī)效考核在壽險(xiǎn)團(tuán)險(xiǎn)業(yè)務(wù)運(yùn)用中存在的問題并探討合適的考核方法。第一部分主要通過國(guó)內(nèi)外相關(guān)文獻(xiàn)研究,總結(jié)了壽險(xiǎn)業(yè)績(jī)效管理的現(xiàn)狀。指出歐美發(fā)達(dá)國(guó)家開展績(jī)效管理工作重點(diǎn)在于對(duì)員工資質(zhì)和個(gè)人行為進(jìn)行評(píng)估,績(jī)效管理遵循以個(gè)體為中心原則,為企業(yè)員工提供良好的發(fā)展機(jī)遇。日本的企業(yè)則更加注重團(tuán)隊(duì)精神和團(tuán)隊(duì)力量。國(guó)內(nèi)關(guān)于績(jī)效管理的研究主要存在四個(gè)方面的問題：第一、國(guó)外前沿的績(jī)效管理應(yīng)該怎樣與組織現(xiàn)實(shí)情況相結(jié)合；第二、對(duì)關(guān)鍵績(jī)效指標(biāo)缺乏深刻認(rèn)識(shí),在制定指標(biāo)時(shí)不夠靈活;第三、在績(jī)效管理的過程中如何保證主觀評(píng)價(jià)的真實(shí)性,以及對(duì)不同主體的矛盾評(píng)價(jià)該如何處理;第四、績(jī)效評(píng)價(jià)最終結(jié)果的運(yùn)用對(duì)企業(yè)所發(fā)揮的積極作用,如何進(jìn)一步把績(jī)效管理的理論和實(shí)踐相結(jié)合,促進(jìn)企業(yè)的經(jīng)營(yíng)管理水平的大幅提高,通過建立科學(xué)的績(jī)效管理體系來提高管理者和員工的業(yè)務(wù)水平,進(jìn)而提高企業(yè)的核心競(jìng)爭(zhēng)力是目前企業(yè)所必須要解決的問題。第二部分主要闡述績(jī)效、績(jī)效管理的相關(guān)理論基礎(chǔ)。介紹了五種常見的績(jī)效考核辦法：層次分析法、DEA數(shù)據(jù)分析法、灰色關(guān)聯(lián)法、平衡計(jì)分卡、模糊綜合評(píng)價(jià)法以及各自的側(cè)重點(diǎn)。著重介紹了本文績(jī)效管理方法選用的平衡計(jì)分卡法,闡述了平衡計(jì)分卡法的本質(zhì)特征、優(yōu)缺點(diǎn)及四個(gè)必備要素：財(cái)務(wù)指標(biāo)、客戶指標(biāo)、內(nèi)部業(yè)務(wù)流程指標(biāo)、學(xué)習(xí)與成長(zhǎng)績(jī)效指標(biāo)。同時(shí)簡(jiǎn)單介紹了團(tuán)體保險(xiǎn)業(yè)務(wù)的概念,團(tuán)體保險(xiǎn)與個(gè)人保險(xiǎn)的主要區(qū)別,團(tuán)體保險(xiǎn)業(yè)務(wù)的分類及基本投保原則。第三部分主要是對(duì)團(tuán)體保險(xiǎn)業(yè)務(wù)現(xiàn)狀和其現(xiàn)行的績(jī)效管理關(guān)鍵指標(biāo)情況進(jìn)行分析,總結(jié)出現(xiàn)行績(jī)效管理辦法存在的四個(gè)問題：以KPI作為管理員工的工具,員工屬于被動(dòng)接受考核狀態(tài),參與度明顯不高；績(jī)效考核指標(biāo)經(jīng)過由上到下多層次的分解后,成為純粹的數(shù)字化指標(biāo),導(dǎo)致績(jī)效管理和公司長(zhǎng)期戰(zhàn)略發(fā)展關(guān)系不大；指標(biāo)的制定主要集中在財(cái)務(wù)指標(biāo)及業(yè)務(wù)指標(biāo)上,忽視了客戶關(guān)系、公司流程、及員工個(gè)人成長(zhǎng)；缺乏高效的績(jī)效過程監(jiān)控,雖然制定了相關(guān)的工作流程及規(guī)范要求,但在績(jī)效目標(biāo)分解到個(gè)人后,實(shí)際的操作卻由個(gè)人隨意變換,沒有按照流程及規(guī)范來操作。產(chǎn)生上述四個(gè)問題的主要原因是：考核者和被考核者在績(jī)效考核中的參與度太低,同時(shí)績(jī)效理念的缺乏和管理方案的落后也是重要原因。第四部分主要是基于BSC的團(tuán)體保險(xiǎn)績(jī)效管理體系設(shè)計(jì)。闡述了建立BSC績(jī)效管理體系的目的及原則,從財(cái)務(wù)層面、客戶層面、內(nèi)部流程層面、學(xué)習(xí)與成長(zhǎng)層面分析得到基于BSC的團(tuán)體保險(xiǎn)績(jī)效考核指標(biāo)體系,采用層次分析法計(jì)算得到指標(biāo)權(quán)重,依托指標(biāo)權(quán)重和指標(biāo)賦值得到團(tuán)險(xiǎn)績(jī)效考核綜合值。在公司層面的績(jī)效考核指標(biāo)的設(shè)立與權(quán)重分配基礎(chǔ)上,將企業(yè)目標(biāo)進(jìn)一步分解,得到部門層面的考核目標(biāo),也就能建立部門層面的考核體系。在部門層面的績(jī)效考核指標(biāo)基礎(chǔ)上,將企業(yè)目標(biāo)進(jìn)一步分解,得到團(tuán)體保險(xiǎn)業(yè)務(wù)人員的績(jī)效指標(biāo)。第五部分主要是基于BSC的團(tuán)險(xiǎn)績(jī)效管理實(shí)施措施及評(píng)價(jià)。平衡計(jì)分卡考核體系的有效實(shí)施需要有良好的運(yùn)行氛圍,同時(shí)建立相應(yīng)的制度保障,最重要的一點(diǎn)是要提高全體員工對(duì)績(jī)效管理的認(rèn)識(shí),認(rèn)可該績(jī)效管理辦法,提高員工配合完成績(jī)效管理的積極性。該管理辦法在實(shí)際實(shí)施中可能會(huì)存在一定的難度。首先,該辦法涉及面廣,需要單獨(dú)指定一個(gè)部門來完成此事,另外還需要其他所有部門的配合,不但增加了運(yùn)行成本,而且各個(gè)部門之間的溝通協(xié)作難度也很大；其次,由于平衡計(jì)分卡績(jī)效考核指標(biāo)是由四個(gè)部分的指標(biāo)共同構(gòu)成的,同時(shí),它的考核目標(biāo)是由公司的戰(zhàn)略目標(biāo)分解而成的,因此,一旦考核目標(biāo)的任何一個(gè)方面發(fā)生變化和調(diào)整,或者是公司的戰(zhàn)略目標(biāo)改變,平衡計(jì)分卡的考核指標(biāo)就要做相應(yīng)的調(diào)整,這樣又無形中增加了所有人的工作量。第三,業(yè)務(wù)員習(xí)慣了業(yè)績(jī)論英雄,要上升到和公司同呼吸共命運(yùn)可能需要比較長(zhǎng)的時(shí)間。因此,在全面推廣平衡計(jì)分卡方法的過程中,還需所用公司進(jìn)行反復(fù)的探索和創(chuàng)新,只有內(nèi)部進(jìn)行反復(fù)交流和溝通,方可有效減少推廣中的摩擦,達(dá)到最佳的管理效果。最后一部分是主要結(jié)論和合理化建議。平衡計(jì)分卡績(jī)效管理辦法實(shí)現(xiàn)了公司戰(zhàn)略目標(biāo)和個(gè)人發(fā)展目標(biāo)的有機(jī)結(jié)合。設(shè)計(jì)的平衡計(jì)分卡指標(biāo)根據(jù)公司的戰(zhàn)略目標(biāo)進(jìn)行逐層分解,確保各部門及員工的績(jī)效指標(biāo)與公司整體戰(zhàn)略目標(biāo)保持一致。從這個(gè)角度分析,本次所用的績(jī)效管理工.具對(duì)帶動(dòng)團(tuán)體保險(xiǎn)業(yè)務(wù)產(chǎn)生積極地影響�，F(xiàn)階段,平衡計(jì)分卡在國(guó)外多數(shù)企業(yè)使用并獲取良好的效果,但在國(guó)內(nèi)因企業(yè)文化、管理模式等因素的影響,平衡計(jì)分卡績(jī)效管理方法在實(shí)際應(yīng)用過程中有很多阻力。引入平衡計(jì)分卡以后,容易出現(xiàn)各層面的問題,基于上述背景下,彼此充分運(yùn)用績(jī)效的反饋功能,堅(jiān)持及時(shí)反饋、有效指導(dǎo)的原則,推進(jìn)過程管控的可視化。同時(shí),根據(jù)財(cái)務(wù)、客戶、內(nèi)部業(yè)務(wù)流程、成長(zhǎng)與學(xué)習(xí)幾個(gè)層面的變化,以及公司戰(zhàn)略目標(biāo)的變化,及時(shí)合理的調(diào)整考核指標(biāo),就能保證平衡計(jì)分卡績(jī)效管理方法的作用得到最大發(fā)揮,推動(dòng)企業(yè)健康、長(zhǎng)久的發(fā)展。BSC是整合業(yè)務(wù)流、信息流、人力資源流等資源的經(jīng)營(yíng)管理機(jī)制,它的成功應(yīng)用必須依賴企業(yè)的管理水平、信息化程度等。因此,國(guó)內(nèi)保險(xiǎn)公司想要成功的使用BSC,必須從硬件設(shè)施、管理體制等方面進(jìn)一步完善和提升。
[Abstract]:Since China's reform and opening up, the living standards of the people have improved significantly. At the same time, the political, economic, financial and other reforms of the country have developed forward, and the people's acceptance of insurance has further strengthened. The most important thing is to constantly change the structure of products and enhance the level of service awareness, so as to improve the working skills and methods of life insurance employees. Based on the practice of group insurance business in China's insurance industry, this paper finds out and analyzes the problems existing in the assessment of group insurance business in order to find an effective assessment method more in line with the development of group insurance business. The first part summarizes the current situation of the performance management of life insurance through the study of relevant literatures at home and abroad. It points out that the emphasis of the performance management in the developed countries in Europe and America is to evaluate the employee's qualifications and personal behavior. The performance management follows the principle of taking the individual as the center and provides the employee for the enterprise. Japanese enterprises pay more attention to team spirit and team strength. There are four main problems in the domestic research on performance management: first, how to combine the performance management of foreign frontiers with the reality of the organization; second, lack of deep understanding of key performance indicators and insufficient in the formulation of indicators. Flexible; third, how to ensure the authenticity of subjective evaluation in the process of performance management, and how to deal with the contradictions between different subjects; fourth, the use of the final results of performance evaluation on the positive role of enterprises, how to further combine the theory and practice of performance management to promote the level of enterprise management The second part mainly elaborates the related theory foundation of performance and performance management, and introduces five kinds of common performance appraisal methods: Analytic Hierarchy Process (AHP). DEA data analysis method, grey relational method, balanced scorecard, fuzzy comprehensive evaluation method and their respective emphasis. This paper mainly introduces the balanced scorecard method selected in the performance management method, expounds the essential characteristics, advantages and disadvantages of the balanced scorecard method and four essential elements: financial indicators, customer indicators, internal business process indicators, learning At the same time, it briefly introduces the concept of group insurance business, the main differences between group insurance and individual insurance, the classification of group insurance business and the basic principle of insurance application. There are four problems in the method: KPI is used as a tool to manage employees, employees are passive to accept the assessment status, participation is obviously not high; performance evaluation indicators after decomposition from top to bottom, become a pure digital indicators, resulting in little relationship between performance management and long-term strategic development of the company; the formulation of indicators is mainly concentrated; In the financial indicators and business indicators, neglected customer relations, corporate processes, and personal growth of employees; the lack of efficient performance process monitoring, although the formulation of relevant workflow and norms, but after the performance goals are broken down into individuals, the actual operation by the individual at will, not in accordance with the process and norms to operate. The main reasons for these four problems are as follows: the participation of the assessor and the assessed in the performance appraisal is too low, and the lack of performance concepts and the backwardness of management programs are also important reasons. At the financial level, customer level, internal process level, learning and growth level, the group insurance performance appraisal index system based on BSC is obtained. The index weight is calculated by AHP, and the comprehensive value of group insurance performance appraisal can be obtained by relying on the index weight and index assignment. On the basis of this, the enterprise objectives are further decomposed to get the departmental level evaluation objectives, and then the departmental level evaluation system can be established. On the basis of the departmental level performance evaluation indicators, the enterprise objectives are further decomposed to get the performance indicators of group insurance business personnel. The fifth part is mainly based on the BSC group insurance performance management practice. Effective implementation of the Balanced Scorecard assessment system requires a good operating atmosphere, while establishing the corresponding system to ensure that the most important thing is to improve the staff's understanding of performance management, recognition of the performance management approach, improve the enthusiasm of staff to complete performance management. First of all, the method involves a wide range of departments to complete this task, but also requires the cooperation of all other departments, not only increased operating costs, but also the communication and cooperation between the various departments is also very difficult; second, because the Balanced Scorecard performance appraisal index is composed of four. Part of the indicators are composed of, at the same time, its assessment objectives are decomposed from the company's strategic objectives. Therefore, once any aspect of the assessment objectives has changed and adjusted, or the company's strategic objectives have changed, the Balanced Scorecard assessment indicators will be adjusted accordingly, thus invisibly increasing the number of owners. Thirdly, salesmen are accustomed to the hero of performance theory, and it may take a long time to rise to share the fate with the company. Therefore, in the process of promoting the balanced scorecard method in an all-round way, we still need to use the company to explore and innovate repeatedly. The last part is the main conclusions and rationalization suggestions. The balanced scorecard performance management method realizes the organic combination of the company's strategic objectives and personal development goals. The designed balanced scorecard indicators are decomposed layer by layer according to the company's strategic objectives to ensure that the performance indicators of departments and employees and the public. From this point of view, the performance management tools used in this study have a positive impact on driving the group insurance business. At present, the balanced scorecard has been used in most foreign enterprises and achieved good results, but in China due to corporate culture, management model and other factors, the Balanced Scorecard performance management. There are many obstacles in the practical application of management methods. After the introduction of the balanced scorecard, problems at all levels are prone to occur. Based on the above background, we should make full use of the feedback function of performance, adhere to the principle of timely feedback and effective guidance, and promote the visualization of process management and control. Learning from the changes in several levels, as well as the changes in the company's strategic objectives, and adjusting the assessment indicators in a timely and reasonable manner, can ensure that the role of the Balanced Scorecard performance management method can be maximized, and promote the healthy and long-term development of enterprises. Therefore, if domestic insurance companies want to use BSC successfully, they must further improve and upgrade their hardware facilities and management system.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F272.92;F842.3
本文編號(hào)：2232866
[Abstract]:Since China's reform and opening up, the living standards of the people have improved significantly. At the same time, the political, economic, financial and other reforms of the country have developed forward, and the people's acceptance of insurance has further strengthened. The most important thing is to constantly change the structure of products and enhance the level of service awareness, so as to improve the working skills and methods of life insurance employees. Based on the practice of group insurance business in China's insurance industry, this paper finds out and analyzes the problems existing in the assessment of group insurance business in order to find an effective assessment method more in line with the development of group insurance business. The first part summarizes the current situation of the performance management of life insurance through the study of relevant literatures at home and abroad. It points out that the emphasis of the performance management in the developed countries in Europe and America is to evaluate the employee's qualifications and personal behavior. The performance management follows the principle of taking the individual as the center and provides the employee for the enterprise. Japanese enterprises pay more attention to team spirit and team strength. There are four main problems in the domestic research on performance management: first, how to combine the performance management of foreign frontiers with the reality of the organization; second, lack of deep understanding of key performance indicators and insufficient in the formulation of indicators. Flexible; third, how to ensure the authenticity of subjective evaluation in the process of performance management, and how to deal with the contradictions between different subjects; fourth, the use of the final results of performance evaluation on the positive role of enterprises, how to further combine the theory and practice of performance management to promote the level of enterprise management The second part mainly elaborates the related theory foundation of performance and performance management, and introduces five kinds of common performance appraisal methods: Analytic Hierarchy Process (AHP). DEA data analysis method, grey relational method, balanced scorecard, fuzzy comprehensive evaluation method and their respective emphasis. This paper mainly introduces the balanced scorecard method selected in the performance management method, expounds the essential characteristics, advantages and disadvantages of the balanced scorecard method and four essential elements: financial indicators, customer indicators, internal business process indicators, learning At the same time, it briefly introduces the concept of group insurance business, the main differences between group insurance and individual insurance, the classification of group insurance business and the basic principle of insurance application. There are four problems in the method: KPI is used as a tool to manage employees, employees are passive to accept the assessment status, participation is obviously not high; performance evaluation indicators after decomposition from top to bottom, become a pure digital indicators, resulting in little relationship between performance management and long-term strategic development of the company; the formulation of indicators is mainly concentrated; In the financial indicators and business indicators, neglected customer relations, corporate processes, and personal growth of employees; the lack of efficient performance process monitoring, although the formulation of relevant workflow and norms, but after the performance goals are broken down into individuals, the actual operation by the individual at will, not in accordance with the process and norms to operate. The main reasons for these four problems are as follows: the participation of the assessor and the assessed in the performance appraisal is too low, and the lack of performance concepts and the backwardness of management programs are also important reasons. At the financial level, customer level, internal process level, learning and growth level, the group insurance performance appraisal index system based on BSC is obtained. The index weight is calculated by AHP, and the comprehensive value of group insurance performance appraisal can be obtained by relying on the index weight and index assignment. On the basis of this, the enterprise objectives are further decomposed to get the departmental level evaluation objectives, and then the departmental level evaluation system can be established. On the basis of the departmental level performance evaluation indicators, the enterprise objectives are further decomposed to get the performance indicators of group insurance business personnel. The fifth part is mainly based on the BSC group insurance performance management practice. Effective implementation of the Balanced Scorecard assessment system requires a good operating atmosphere, while establishing the corresponding system to ensure that the most important thing is to improve the staff's understanding of performance management, recognition of the performance management approach, improve the enthusiasm of staff to complete performance management. First of all, the method involves a wide range of departments to complete this task, but also requires the cooperation of all other departments, not only increased operating costs, but also the communication and cooperation between the various departments is also very difficult; second, because the Balanced Scorecard performance appraisal index is composed of four. Part of the indicators are composed of, at the same time, its assessment objectives are decomposed from the company's strategic objectives. Therefore, once any aspect of the assessment objectives has changed and adjusted, or the company's strategic objectives have changed, the Balanced Scorecard assessment indicators will be adjusted accordingly, thus invisibly increasing the number of owners. Thirdly, salesmen are accustomed to the hero of performance theory, and it may take a long time to rise to share the fate with the company. Therefore, in the process of promoting the balanced scorecard method in an all-round way, we still need to use the company to explore and innovate repeatedly. The last part is the main conclusions and rationalization suggestions. The balanced scorecard performance management method realizes the organic combination of the company's strategic objectives and personal development goals. The designed balanced scorecard indicators are decomposed layer by layer according to the company's strategic objectives to ensure that the performance indicators of departments and employees and the public. From this point of view, the performance management tools used in this study have a positive impact on driving the group insurance business. At present, the balanced scorecard has been used in most foreign enterprises and achieved good results, but in China due to corporate culture, management model and other factors, the Balanced Scorecard performance management. There are many obstacles in the practical application of management methods. After the introduction of the balanced scorecard, problems at all levels are prone to occur. Based on the above background, we should make full use of the feedback function of performance, adhere to the principle of timely feedback and effective guidance, and promote the visualization of process management and control. Learning from the changes in several levels, as well as the changes in the company's strategic objectives, and adjusting the assessment indicators in a timely and reasonable manner, can ensure that the role of the Balanced Scorecard performance management method can be maximized, and promote the healthy and long-term development of enterprises. Therefore, if domestic insurance companies want to use BSC successfully, they must further improve and upgrade their hardware facilities and management system.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F272.92;F842.3
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