团体保险绩效管理指标体系研究

发布时间：2018-09-09 16:06

【摘要】：我国自改革开放以来,人民生活水平明显提高,同时,国家政治、经济、金融等方面的改革也向前发展,人民大众对保险的接受程度进一步增强。随着发展,国内寿险公司最主要的结构性问题和深层次问题也随之暴露出来。然而,完善寿险产品结构和提升服务意识水平,最重要的就是要不断地去改变寿险业从业人员,提升他们的工作技巧和方法。即需要与之相适应的绩效考核方法,才能不断地改进工作的问题,鉴于以上,本文以X人寿保险公司的团体保险业务为例来进行研究,并结合我国保险行业团险业务的实际,从多个角度来发现并分析团体保险业务在对员工考核中存在的问题,以便找到更符合团体保险业务发展的有效考核办法。本文将通过六个部分来剖析实际绩效考核在寿险团险业务运用中存在的问题并探讨合适的考核方法。第一部分主要通过国内外相关文献研究,总结了寿险业绩效管理的现状。指出欧美发达国家开展绩效管理工作重点在于对员工资质和个人行为进行评估,绩效管理遵循以个体为中心原则,为企业员工提供良好的发展机遇。日本的企业则更加注重团队精神和团队力量。国内关于绩效管理的研究主要存在四个方面的问题：第一、国外前沿的绩效管理应该怎样与组织现实情况相结合；第二、对关键绩效指标缺乏深刻认识,在制定指标时不够灵活;第三、在绩效管理的过程中如何保证主观评价的真实性,以及对不同主体的矛盾评价该如何处理;第四、绩效评价最终结果的运用对企业所发挥的积极作用,如何进一步把绩效管理的理论和实践相结合,促进企业的经营管理水平的大幅提高,通过建立科学的绩效管理体系来提高管理者和员工的业务水平,进而提高企业的核心竞争力是目前企业所必须要解决的问题。第二部分主要阐述绩效、绩效管理的相关理论基础。介绍了五种常见的绩效考核办法：层次分析法、DEA数据分析法、灰色关联法、平衡计分卡、模糊综合评价法以及各自的侧重点。着重介绍了本文绩效管理方法选用的平衡计分卡法,阐述了平衡计分卡法的本质特征、优缺点及四个必备要素：财务指标、客户指标、内部业务流程指标、学习与成长绩效指标。同时简单介绍了团体保险业务的概念,团体保险与个人保险的主要区别,团体保险业务的分类及基本投保原则。第三部分主要是对团体保险业务现状和其现行的绩效管理关键指标情况进行分析,总结出现行绩效管理办法存在的四个问题：以KPI作为管理员工的工具,员工属于被动接受考核状态,参与度明显不高；绩效考核指标经过由上到下多层次的分解后,成为纯粹的数字化指标,导致绩效管理和公司长期战略发展关系不大；指标的制定主要集中在财务指标及业务指标上,忽视了客户关系、公司流程、及员工个人成长；缺乏高效的绩效过程监控,虽然制定了相关的工作流程及规范要求,但在绩效目标分解到个人后,实际的操作却由个人随意变换,没有按照流程及规范来操作。产生上述四个问题的主要原因是：考核者和被考核者在绩效考核中的参与度太低,同时绩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的团体保险绩效管理体系设计。阐述了建立BSC绩效管理体系的目的及原则,从财务层面、客户层面、内部流程层面、学习与成长层面分析得到基于BSC的团体保险绩效考核指标体系,采用层次分析法计算得到指标权重,依托指标权重和指标赋值得到团险绩效考核综合值。在公司层面的绩效考核指标的设立与权重分配基础上,将企业目标进一步分解,得到部门层面的考核目标,也就能建立部门层面的考核体系。在部门层面的绩效考核指标基础上,将企业目标进一步分解,得到团体保险业务人员的绩效指标。第五部分主要是基于BSC的团险绩效管理实施措施及评价。平衡计分卡考核体系的有效实施需要有良好的运行氛围,同时建立相应的制度保障,最重要的一点是要提高全体员工对绩效管理的认识,认可该绩效管理办法,提高员工配合完成绩效管理的积极性。该管理办法在实际实施中可能会存在一定的难度。首先,该办法涉及面广,需要单独指定一个部门来完成此事,另外还需要其他所有部门的配合,不但增加了运行成本,而且各个部门之间的沟通协作难度也很大；其次,由于平衡计分卡绩效考核指标是由四个部分的指标共同构成的,同时,它的考核目标是由公司的战略目标分解而成的,因此,一旦考核目标的任何一个方面发生变化和调整,或者是公司的战略目标改变,平衡计分卡的考核指标就要做相应的调整,这样又无形中增加了所有人的工作量。第三,业务员习惯了业绩论英雄,要上升到和公司同呼吸共命运可能需要比较长的时间。因此,在全面推广平衡计分卡方法的过程中,还需所用公司进行反复的探索和创新,只有内部进行反复交流和沟通,方可有效减少推广中的摩擦,达到最佳的管理效果。最后一部分是主要结论和合理化建议。平衡计分卡绩效管理办法实现了公司战略目标和个人发展目标的有机结合。设计的平衡计分卡指标根据公司的战略目标进行逐层分解,确保各部门及员工的绩效指标与公司整体战略目标保持一致。从这个角度分析,本次所用的绩效管理工.具对带动团体保险业务产生积极地影响。现阶段,平衡计分卡在国外多数企业使用并获取良好的效果,但在国内因企业文化、管理模式等因素的影响,平衡计分卡绩效管理方法在实际应用过程中有很多阻力。引入平衡计分卡以后,容易出现各层面的问题,基于上述背景下,彼此充分运用绩效的反馈功能,坚持及时反馈、有效指导的原则,推进过程管控的可视化。同时,根据财务、客户、内部业务流程、成长与学习几个层面的变化,以及公司战略目标的变化,及时合理的调整考核指标,就能保证平衡计分卡绩效管理方法的作用得到最大发挥,推动企业健康、长久的发展。BSC是整合业务流、信息流、人力资源流等资源的经营管理机制,它的成功应用必须依赖企业的管理水平、信息化程度等。因此,国内保险公司想要成功的使用BSC,必须从硬件设施、管理体制等方面进一步完善和提升。
[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.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92;F842.3

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