摘要
I
摘要
绩效考核是企业绩效管理的一个重要环节，仅仅停留在形式上的考核只会增
加无效的管理成本，只有真正有效的绩效考核才能促进公司业绩的发展。绩效考
核体系应与公司战略发展息息相关，引导员工将工作重心朝公司期望的方向发
展，绩效考核的实施是为了充分辨别员工的绩效表现，对员工做出客观公正的评
价，将表现优异的员工辨识出来始终是考核的第一要务，绩效考核体系的应用需
要充分匹配对表现优异员工的激励，以充分发挥绩效考核的引导作用，为员工树
立榜样

JT 公司作为一家初创不久的保险公司，随着股东结构的变化，公司的经营方
向与策略也随之发生变化，目前已完成新三板的上市，变化中的JT 公司需要摸索
出适合自身特点的绩效考核体系，绩效考核体系对员工队伍的士气及行为都有不
可比拟的影响，考核重在监控过程，但员工们却更在意的是考核结果及考核激励

现有的绩效考核体系存在着考核指标设计不完善，考核规则不清晰，考核导向不
明确等问题，每年考核结束后，都会有不同层级人员表达出对考核结果甚至是考
核体系的不认同，这不仅影响了员工的工作态度，也导致了整体工作氛围的消极

近两年，不仅基层员工大量流失，中高层人员的异动也相当频繁，人才的大量流
失与现行考核体系存在着密不可分的关系

为更好的支持公司业绩发展，本文希望通过分析JT 公司所面临的企业战略变
革问题，结合绩效考核设计的相关理论知识和过去几年绩效考核中实际所遇到的
各类问题，并通过员工敬业度和满意度问卷调查、各层级人员访谈、与行业标杆
对比等方法，厘清 JT 公司的业务发展战略，进行 JT 公司总分机构之间的内部公
平性和外部竞争性分析，诊断 JT 公司在战略变革下的绩效考核问题，重新设计出
在新的战略模式下适合JT 持续发展的绩效考核体系，使之适应目前行业发展和内
部五年规划发展

本文对同样处于初创期和战略变革期的保险公司绩效考核体系的搭建与提升
具有一定的借鉴意义，为国内面临变革的初创期企业实现逐步稳定盈利和健康发
展提出可行性建议，具有较强的针对性和实用性

关键词：JT，保险公司，考核诊断，标杆对比，考核优化ABSTRACT
II
ABSTRACT
The performance appraisal is an important part of enterprise performance
management. Only the formal assessment will increase the ineffective management cost.
Only a real effective performance appraisal promote the development of company
performance The performance appraisal system should be closely related to the strategic
development of the company and guide the staff to focus on the direction of the
company&39;s development. The performance appraisal is carried out in order to fully
identify the performance of the employees, make an objective and fair evaluation of the
employees, out of the assessment is always the first priority, the application of
performance appraisal system needs to fully match the performance of outstanding staff
incentives to give full play to the role of performance appraisal guide for employees to
set an example.
JT company as a start-up insurance company, with the change in shareholder
structure, the company&39;s business direction and strategy also will change, has completed
the listing of the new three boards, changes in the JT companies need to find out the
characteristics of their own performance Assessment system, performance appraisal
system of staff morale and behavior have unparalleled impact, assessment focus on the
monitoring process, but the staff are more concerned about the assessment results and
assessment incentives. The existing performance appraisal system have imperfections
in the design of assessment indicators, assessment rules are not clear, the examination is
not clear and other issues, the annual assessment of the end, there will be different
levels of staff to express the assessment results and even assessment system does not
agree, it is not only affected the staff&39;s work attitude, but also led to the overall work of
the negative atmosphere. In the past two years, not only the loss of grassroots
employees, the frequent changes in middle and high-level personnel, the large amount
of talent loss and the existing assessment systemthere is a close relationship.
In order to better support the development of the company&39;s performance, this
paper hopes to analyze the strategic change of the enterprise faced by JT Company,
combine the relevant theoretical knowledge of the performance appraisal design and the
actual problems encountered in the performance appraisal in the past few years, JT
company&39;s business development strategy, the internal equity between the JTcompany&39;sABSTRACT
III
division and the external competitive analysis, the diagnosis of JT company in the JT
company&39;s business development strategy, Strategic change under the performance of
the problem, to re-design in the new strategic model for JT sustainable development of
the performance appraisal system to adapt to the current industry development and
internal five-year planning and development.
This paper has some reference significance for the construction and promotion of
the performance appraisal system of the insurance companies which are also in the
start-up period and the strategic change period. It puts forward feasible suggestions for
the gradual and stable profitability and healthy development of the initial start-up
enterprises Targeted and practical
Key words: JT, insurance company, assessment and diagnosis, benchmarking
comparison, assessment optimization目录
IV
目录
第一章 绪论.1
1.1 选题背景和意义......1
1.1.1 行业背景........1
1.1.2 企业背景........2
1.1.3 研究意义........3
1.2 研究目的和内容......4
1.2.1 研究目的........4
1.2.2 研究内容........5
1.3 研究思路和方法......6
1.3.1 研究思路........6
1.3.2 研究方法........6
1.4 本章小结......8
第二章 概念界定与文献回顾........9
2.1 员工敬业度和员工满意度.9
2.1.1 员工敬业度...9
2.1.2 员工满意度.11
2.2 绩效考核相关理论11
2.2.1 绩效考核意义.........11
2.2.2 绩效考核体系.....
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