【摘要】：保險(xiǎn)是一種經(jīng)濟(jì)補(bǔ)償制度,對(duì)市場(chǎng)經(jīng)濟(jì)的成長(zhǎng)與發(fā)展具有不可替代的保障作用。隨著改革開放的進(jìn)一步深入，我國(guó)經(jīng)濟(jì)發(fā)展已經(jīng)從追求數(shù)量的增長(zhǎng)，躍遷到追求質(zhì)量的提升的新階段。經(jīng)濟(jì)社會(huì)發(fā)展的深度轉(zhuǎn)型調(diào)整，推動(dòng)著保險(xiǎn)需求發(fā)生結(jié)構(gòu)性變化，保險(xiǎn)業(yè)正朝著“與中國(guó)經(jīng)濟(jì)社會(huì)發(fā)展水平和人民群眾生產(chǎn)生活需求相適應(yīng)”的方向轉(zhuǎn)型發(fā)展，以客戶為中心正成為行業(yè)發(fā)展的趨勢(shì)。人保財(cái)險(xiǎn)哈分公司作為地方保險(xiǎn)行業(yè)的龍頭企業(yè)，審時(shí)度勢(shì)將公司發(fā)展戰(zhàn)略目標(biāo)調(diào)整為“堅(jiān)持效益第一、對(duì)標(biāo)市場(chǎng)不動(dòng)搖，加快以客戶為中心全面轉(zhuǎn)型”。銷售人員作為公司與客戶的紐帶，承載著公司對(duì)客戶的承諾與服務(wù)，是公司業(yè)務(wù)發(fā)展的引擎，是轉(zhuǎn)型發(fā)展期重點(diǎn)關(guān)注和激勵(lì)對(duì)象。因此，做好銷售人員的薪酬激勵(lì)工作，對(duì)公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn)具有重要意義。 本文以實(shí)現(xiàn)人保財(cái)險(xiǎn)哈分公司未來五年戰(zhàn)略目標(biāo)為目的，根據(jù)有關(guān)薪酬理論和薪酬模式設(shè)計(jì)的相關(guān)文獻(xiàn)和研究成果，，運(yùn)用定性分析法確定了公司“客戶價(jià)值差異化、銷售人員專業(yè)化、組織體系規(guī)范化、激勵(lì)約束長(zhǎng)效化、人工成本明晰化”的薪酬戰(zhàn)略目標(biāo)。根據(jù)銷售人員的工作狀況和性質(zhì)的不同，將其分為團(tuán)險(xiǎn)客戶經(jīng)理、中介維護(hù)專員、個(gè)險(xiǎn)客戶經(jīng)理三類分別進(jìn)行設(shè)計(jì)。依據(jù)客戶導(dǎo)向、有效激勵(lì)、相對(duì)統(tǒng)一、差異配置、依法合規(guī)的原則，通過調(diào)查、分析提出了薪酬結(jié)構(gòu)應(yīng)由基礎(chǔ)薪酬、業(yè)績(jī)薪酬、行為薪酬、能力薪酬、特質(zhì)薪酬和福利六個(gè)模塊組成的觀點(diǎn)；并運(yùn)用層次分析法對(duì)各薪酬模塊在總體薪酬中所占權(quán)重進(jìn)行確認(rèn)，進(jìn)而形成基于戰(zhàn)略導(dǎo)向的各類銷售人員薪酬模式，并對(duì)每一模式的薪酬表達(dá)式加以解釋和說明。通過綜合訪談、專家調(diào)查和定性分析等方法，得出各薪酬模式具有戰(zhàn)略導(dǎo)向功能的評(píng)價(jià)結(jié)論，并為更好地運(yùn)用該模式提出了實(shí)施保障措施。
[Abstract]:Insurance is an economic compensation system, which plays an irreplaceable role in the growth and development of market economy. With the deepening of reform and opening up, China's economic development has moved from the pursuit of quantitative growth to the pursuit of a new stage of quality improvement. The deep transformation and adjustment of economic and social development promote structural changes in insurance demand, and the insurance industry is undergoing a transformation and development in the direction of "adapting to the level of economic and social development in China and the production and living needs of the people." Customer-centered is becoming the trend of industry development. As the leading enterprise of local insurance industry, PICC & ha Branch adjusts the development strategy target of the company to "insist on benefit first, not waver to the standard market, and speed up the comprehensive transformation with customer as the center". As the bond between the company and the customer, the salesperson carries the promise and service of the company to the customer, is the engine of the business development of the company, and is the key concern and incentive object in the period of transition and development. Therefore, it is of great significance to achieve the strategic goal of the company to do well the salary incentive work of the sales personnel. In order to realize the strategic goal of PICC in the next five years, according to the relevant literature and research results of compensation theory and compensation model design, this paper uses qualitative analysis method to determine the customer value difference of the company. Sales personnel specialization, organizational system standardization, incentive and restraint long-term, labor cost clarity "salary strategy goal." According to the working status and nature of the sales personnel, it can be divided into three categories: group insurance account manager, intermediary maintenance specialist and individual risk account manager. According to the principles of customer orientation, effective incentive, relative unity, differential allocation and compliance according to law, this paper analyzes and puts forward that the salary structure should be composed of basic salary, performance salary, behavior salary, ability salary, etc. The viewpoint of the six modules of trait compensation and welfare, and the analytic hierarchy process (AHP) is used to confirm the weight of each compensation module in the total salary, and then form the compensation model of all kinds of salespeople based on strategic direction. The compensation expressions of each model are explained and explained. By means of comprehensive interview, expert investigation and qualitative analysis, this paper draws the conclusion that each salary model has the function of strategic guidance, and puts forward some measures to ensure the better use of the model.
【學(xué)位授予單位】：哈爾濱理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F842.3;F272.92

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