电力企业保险经纪公司部门考核体系研究

发布时间：2018-04-02 23:27

本文选题：保险经纪　切入点：部门绩效　出处：《华北电力大学》2014年硕士论文

【摘要】：本文以作者的实际工作经历作为参考,针对电力企业保险经纪公司的部门考核体系展开研究。各大电力企业及其下属各业务版块单位,员工构成基本以国企编制为主。电力企业下属的专业保险经纪公司,传统业务范围主要是依靠所在电力集团内部资源,随着市场竞争加剧和对企业发展的诉求增强,强化专业能力成为公司的战略动作,大力吸收人才市场的专业人才是投入小、见效快的常见方法。招聘保险经纪专业人才,组成市场化业务部门,并逐步取代部分原有的国企编制员工,就成了企业发展途中的必然之举,同时也就面临着传统的国企编制和新兴的市场化用工之间的矛盾。传统的以业绩为主导的绩效考评会激化上述矛盾,制定合理的部门绩效考核机制是企业健康发展的重要步骤。本文通过展示分析电力企业保险经纪公司部门绩效考核现状,就其现存五大问题的应对方法措施展开研究。首先,通过对作用的分析明确部门绩效考核重要性；之后,列举分析主流三大考核方法,即目标管理法、成功关键因素分析法(KPI法)和平衡计分卡法(BSC法),确定以平衡计分卡法为主,综合应用其他方法的思路,提出总体设计方案；最后,综合上述理论依据,对假想目标公司,即H公司部门绩效考核体系进行优化设计,优化内容包括考核流程、考核内容、考评细则和实施保障措施等。通过本文的阐述、分析和优化研究,最终得出三个主要结论： (1)绩效考核体系是人力资源管理体系的重要组成部分,它与人力资源管理其他模块可以有机结合、相互促进,形成人力资源管理系统的良性循环,从而推动企业战略目标的顺利实现。 (2)H公司现行的部门绩效考核体系的问题主要在于缺乏科学的战略支撑、追求短期绩效忽视长远发展,管理部门的考核指标存在欠缺,业务部门领导者对综合绩效考核不够重视,缺乏健全的反馈机制,缺乏民主参与的配套制度等,因而未能充分发挥现代企业绩效考核体系的应有作用。 (3)以平衡计分卡为主的综合考核方法,符合H公司实现企业战略的要求,同时也是改进H公司部门绩效考核的有效工具。在充分的系统保障下,通过积极的沟通反馈,部门绩效考核体系的实施可以获得更好的效果。通过对部门绩效考核体系进行优化,一方面改变了H公司以往下达任务式的绩效考核思路,使新设计的绩效考核体系更加符合部门实际；另一方面,通过应用绩效考核的理论工具,同时借鉴绩效考核的先进经验,设计出适应现代企业管理要求的部门绩效考核体系；应用基于平衡计分卡的综合管理工具,在一定程度上提供了H公司如何实现平衡发展的思路,预期将全面促进战略目标的实现。
[Abstract]:In this paper, the author's actual work experience as a reference, the electric power enterprise insurance brokerage company department evaluation system is studied.Major electric power enterprises and their subordinate business units, the composition of the basic state-owned enterprises.The traditional business scope of the specialized insurance brokerage company under the electric power enterprise mainly depends on the internal resources of the electric power group. As the market competition intensifies and the demand for the development of the enterprise increases, strengthening the professional ability becomes the strategic action of the company.Absorbing the professionals in the talent market is a common method with small investment and quick effect.The recruitment of insurance broker professionals, the formation of market-oriented business departments and the gradual replacement of some of the original state-owned enterprises in the establishment of staff has become an inevitable move on the way of enterprise development.At the same time, it also faces the contradiction between the traditional state-owned enterprises and the new market-based labor.The traditional performance-oriented performance appraisal meeting intensifies the above contradiction and formulates the reasonable department performance appraisal mechanism is the important step of the healthy development of the enterprise.This paper analyzes the current situation of performance appraisal of insurance brokerage companies in electric power enterprises, and studies the measures to deal with the five existing problems.First of all, through the analysis of the role of the department performance evaluation of the importance of clear; then, listed the main analysis of the three major assessment methods, that is, the objective management method,KPI method) and BSC method are used to determine the idea of applying other methods synthetically. Finally, the above theoretical basis is given to the hypothetical target company.The performance appraisal system of H company is optimized, which includes the process, contents, rules and measures.Through the elaboration, analysis and optimization of this paper, three main conclusions are drawn:Performance appraisal system is an important part of human resources management system. It can be combined with other modules of human resources management to promote each other and form a virtuous circle of human resources management system.So as to promote the smooth realization of the strategic objectives of enterprises.The main problems of the current departmental performance appraisal system of the company lie in the lack of scientific strategic support, the pursuit of short-term performance neglect long-term development, the lack of appraisal index in management department, and the insufficient attention of business department leaders to comprehensive performance appraisal.Lack of sound feedback mechanism, lack of democratic participation of supporting systems, so that the performance evaluation system of modern enterprises can not play its due role.3) the comprehensive assessment method based on balanced scorecard accords with the requirement of H company to realize enterprise strategy, and it is also an effective tool to improve the performance appraisal of H company.Under the full system guarantee, the implementation of departmental performance appraisal system can get better results through positive communication and feedback.By optimizing the performance appraisal system of the department, on the one hand, it changes the thought of performance appraisal in the past of H Company, and makes the newly designed performance appraisal system more in line with the actual situation of the department; on the other hand,By applying the theoretical tools of performance appraisal and drawing lessons from the advanced experience of performance appraisal, a departmental performance appraisal system adapted to the requirements of modern enterprise management is designed, and a comprehensive management tool based on balanced scorecard is applied.To a certain extent, it provides H Company how to achieve balanced development, which is expected to promote the realization of strategic objectives.
【学位授予单位】：华北电力大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.61;F842.3;F272.92

【共引文献】