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MBA毕业论文_保险公司自主经营团队员工流失案例研究PDF

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文本描述
近年来随着中国经济的高速增长,中国保险行业开始出现了井喷式的发展,市场体 量不断扩大,R保险公司的经营模式也进入了全新的时代,自主经营团队开始在R保险 公司发展,这种通过员工自主经营业务,管理团队,实现绩效目标的形式不仅能够将管 理职能下放,减轻R保险公司的行政管理负担,更重要的是能够更好的激励自主经营团 队拓展市场,提升盈利能力。尽管自主经营模式给R保险公司带来了诸多便利,但是这 种团队管理模式也给R保险公司带来了员工不稳定,流失率极高等问题,因此对于R 保险公司而言,当务之急就是制订一套全新的员工流失应对策略。 R保险公司以及子公司共同构成了中国最大的金融保险集团,为了保持其行业领先 地位,公司一直对经营模式进行创新和探索,自主经营模式也在这一背景下应运而生。 R保险公司的员工开始利用公司平台进行不同业务的自主经营,相关团队也开始逐步组 建完成,因为自主经营所有的收益、风险都由团队自己承担,所以自主经营团队都十分 谨慎且努力,使得R保险公司整体收益逐年攀升,但是这种自主经营模式最大的问题就 是团队员工流失问题十分严重。因此本论文将以国内保险行业的发展为研究背景,以R 保险公司自主经营团队员工流失问题为研究背景,针对其自主经营团队的人力资源管理 情况展开研究。R公司的员工自主经营业务的能力较强,所以如果自主经营团队和个人 发展理念、规划,薪酬待遇方面出现分歧,那么就会降低员工在团队中的稳定性,员工 对团队的满意度同样会有所下降,这就会导致员工脱离团队,造成团队人才流失,这种 情况在R保险公司中变得十分普遍,严重影响了R保险公司整体的经营能力和市场业 绩。本论文使用了科学的人力资源管理方法和模型,找到了造成R保险公司自主经营团 队员工流失的根本问题所在:绩效管理不规范、薪酬待遇不合理、职业发展不科学和培 训管理不完善。最终论文结合R保险公司自主经营团队的实际管理情况,为其制定一套 切实可行的解决方案,帮助R保险公司解决公司内部自主经营团队员工流失危机。 本论文的研究成果不仅可以解决R保险公司自主经营团队员工流失问题,同时这些 研究结果还能帮助国内保险行业进行自主经营团队员管理的优化和完善,为其提供专业 的建议和参考。 关键词:R保险公司;员工流失;自主经营;满意度 大连R保险公司自主经营团队员工流失案例研究 - II - A Case Study on Employee Turnover of Self-management Team in R Insurance Company Abstract With the rapid growth of China's economy in recent years, China's insurance industry has begun to boom, the market volume has been expanding. R Insurance Company's business model has entered a new era, the self-management team began to develop in R Insurance Company. It can not only decentralize the management function, reduce the administrative burden of R Insurance Company, but also better motivate the self-management team to expand the market and enhance the profitability. While the self-management model brings much convenience to R Insurance Company, the team management model also brings the staff instability. The turnover rate is extremely high in R Insurance Company. Therefore, the urgent task for R Insurance Company is to formulate a new set of employee turnover response strategy. R Insurance Company and subsidiaries together constitute the largest financial insurance group in China. In order to maintain its leading position in the industry, R Insurance Company has been innovating and exploring the company's business model, and the self-management business model has emerged in this context. The employees of R Insurance Company use the company platform to carry on the independent operation of different business, and the related team also began to form gradually, because all the benefits and risks of self-operation are borne by the team, the self-management team is very careful and diligent, which makes the overall income of R Insurance Company increase year by year. But the biggest problem with this self-employment model is that the team turnover problem is very serious. Therefore this paper will take the domestic insurance industry development as the research background, take the R Insurance Company self-management team staff turnover question as the research background, carries on the research to its self-management team human resources management situation. Because R Insurance Company employees have a strong ability to operate their own business, if there are differences in the concept, planning and salary treatment of self-management team and individual development, it will reduce the stability of employees in the team, and the employee's satisfaction with the team will also decrease, which will lead to the employee leaving the team and resulting in the brain drain of the team. This situation has become very common in R Insurance Company, which significantly affect the overall operating ability of R Insurance Company and its market performance. This paper uses scientific human resources management methods and models, 大连理工大学专业学位硕士学位论文 - III - finds the R Insurance Company's self-management team employee turnover fundamental problems: non-standard performance management, unreasonable pay, career development and training management is not perfect. Finally, combined with the actual management of R Insurance Company self-management team, this paper formulates a set of practical solutions to help R Insurance Company solve the internal self-management team staff turnover crisis. The research results of this paper cannot only solve the problem of R Insurance Company's independent management team staff turnover, but also help the domestic insurance industries to optimize and improve the management of self-management team members, and provide them with professional suggestions and reference. Key Words:R Insurance Company; Staff Turnover; Self-management; Satisfaction 大连R保险公司自主经营团队员工流失案例研究 - IV - 目 录 摘要.............................................................................................................................I Abstract..............................................................................................................................II 1 绪论..............................................................................................................................1 1.1 研究目的及意义...............................................................................................1 1.1.1 研究目的................................................................................................1 1.1.2 研究意义................................................................................................2 1.2 研究方法及思路...............................................................................................3 1.2.1 研究方法................................................................................................3 1.2.2 研究思路................................................................................................3 2 案例正文......................................................................................................................6 2.1 R保险公司介绍...................................................................................................6 2.1.1 R保险公司概况.....................................................................................6 2.1.2 国内保险行业发展情况........................................................................7 2.2 员工流失问题描述...........................................................................................8 2.2.1 不理想的绩效管理政策........................................................................8 2.2.2 薪酬福利引发的离职潮........................................................................9 2.2.3 拥挤的职业发展道路..........................................................................10 2.2.4 残缺的员工培训制度..........................................................................12 3 案例分析....................................................................................................................14 3.1 相关理论依据.................................................................................................14 3.1.1 员工流失与员工流动的界定..............................................................14 3.1.2 绩效管理理论.....................................................................