保险业从上个世纪 90 年代进入中国以来，一直处于高速发展的状态，而要想使 企业高速发展，对于员工的绩效管理，特别是销售部门员工的绩效管理就起着至关重 要的作用。但是，对于较小的保险公司而言，绩效管理是一种事后的评价体系，重视 的仅仅是绩效考核而已，而优化后的绩效管理，则更偏重将整个企业的战略管理融入 其中，通过绩效管理过程中的绩效计划、绩效监控、绩效评价、绩效反馈等四个环节 的优化，使企业的战略想法得以最终实现。 本文正是通过对 M 保险公司详尽的分析和研究，从而发现了其存在的绩效管理 问题以及这类问题产生的根源。并结合人力资源管理相关知识和关键绩效指标法、360 度考评法、目标管理法等科学理论，通过查阅公司资料，收集相关文献，将这些知识 运用到 M 保险公司绩效管理优化设计之中。为了 M 保险公司绩效管理优化设计方案 符合 M 公司的实际情况，本文还做了大量的资料收集工作。一方面通过问卷调查的 方法使研究内容更加真实地反映问题的实质，另一方面通过访谈法，对员工的绩效管 理进行定性及定量的分析，有效的补充调查问卷无法收集的信息,从而证实了 M 保险 公司绩效管理优化设计方案的合理性。 本文为 M 保险公司提出的绩效管理优化设计方案，解决了 M 保险公司在绩效计 划、绩效监控以及绩效沟通方面的不足，最终形成一套完整的绩效管理体系，帮助企 业管理者在绩效管理方面获得更多经验，也为其他类似的保险公司销售部门员工在绩 效管理建设方面提供参考意见。 关键词：绩效管理；关键绩效指标法；保险公司内蒙古工业大学硕士学位论文 II Abstract Since the insurance industry entered China in the 1990s,it has been in a state of rapid development. In order to make the enterprise develop at a high speed, it plays an important role in staff performance management, especially in sales department. However, for smaller insurance companies, performance management is an after-the-fact evaluation system, which only pays attention to performance appraisal. The optimized performance management emphasizes the integration of strategic management of the whole enterprise into it. Through the optimization of performance management objectives, implementation process, assessment, feedback and result application, the strategic ideas of enterprises can finally be realized. This article is through the detailed analysis and research of M insurance company, thus discovering the performance management problems of its existence and the root causes of such problems. Combined with the human resources management related knowledge and key performance indicator method, 360 degree evaluation method, target management method and other scientific theories, through the inspection of company data, collect relevant literature, and apply this knowledge to M insurance company performance management optimization design. For optimizing the design plan of M insurance company performance management in line with the actual situation of M company, this paper has also done many data collection work. For one thing, through the questionnaire survey method, the research content reflects the essence of the problem more realistically.For another, through the interview method, the employee's performance management is qualitatively and quantitatively analyzed, and the information that cannot be collected by the questionnaire is effectively supplemented. This confirms the rationality of the M insurance company's performance management optimization design . This paper presents an optimal performance management design scheme for M insurance company,it solves the problem of M insurance company in performance planning,performance monitoring and performance communication,eventually formed a complete set of performance management system to help managers get more experience in performance management. It also provide reference for other new insurance company. Key Words: performance management; Key Performance Index Method; Insurance company内蒙古工业大学硕士学位论文 III 目 录 摘要................................................................................................................................I ABSTRACT ......................................................................................................................... II 第一章 绪论.........................................................................................................................1 1.1 研究背景及意义..................................................................................................... 1 1.1.1 研究背景 ..................................................................................................... 1 1.1.2 研究意义 ..................................................................................................... 1 1.2 国内外研究综述..................................................................................................... 2 1.2.1 国外研究现状 ............................................................................................. 2 1.2.2 国内研究现状 ............................................................................................. 4 1.3 研究内容及方法..................................................................................................... 6 1.3.1 研究内容 ..................................................................................................... 6 1.3.2 研究方法 ..................................................................................................... 7 第二章 相关理论.................................................................................................................8 2.1 绩效管理................................................................................................................. 8 2.1.1 绩效及绩效管理含义 ................................................................................. 8 2.1.2 绩效管理的作用 ......................................................................................... 9 2.1.3 绩效管理主要环节 ..................................................................................... 9 2.2 绩效管理常用方法............................................................................................... 11 2.2.1 关键绩效指标法（KPI）......................................................................... 11 2.2.2 360 度考评法 ............................................................................................. 12 2.2.3 目标管理（MBO） .................................................................................. 12 第三章 M 保险公司销售部门绩效管理现状分析...........................................................14 3.1 M 保险公司概况................................................................................................... 14 3.1.1 M 保险公司简介........................................................................................ 14 3.1.2 M 保险公司销售部门绩效管理现状........................................................ 18 3.2 绩效管理问题的调研访谈................................................................................... 24 3.2.1 调查问卷分析 ........................................................................................... 24 3.2.2 访谈法分析 ............................................................................................... 33 3.3 绩效管理存在的问题........................................................................................... 35 3.3.1 绩效计划方面的问题 ............................................................................... 35 3.3.2 绩效监控方面的问题 ............................................................................... 36内蒙古工业大学硕士学位论文 IV 3.3.3 绩效考核方面的问题............................................................................... 37 3.3.4 绩效反馈方面的问题............................................................................... 37 3.4 绩效管理存在问题的原因分析........................................................................... 38 3.4.1 绩效考核偏离战略目标........................................................................... 38 3.4.2 绩效制定过程未做到全员参与............................................................... 38 3.4.3 绩效考核缺乏系统性............................................................................... 39 3.4.4 管理理念未被普遍接纳........................................................................... 40 第四章 M 保险公司销售部门绩效管理优化设计.......................................................... 42 4.1 绩效管理优化设计目的及原则 .......................................................................... 42 4.1.1 优化设计目的........................................................................................... 42 4.1.2 优化设计原则........................................................................................... 42 4.2 绩效管理体系优化设计方案 .............................................................................. 43 4.2.1 绩效管理计划的优化设置....................................................................... 43 4.2.2 绩效管理监控的优化设置....................................................................... 43 4.2.3 绩效考核的优化设置............................................................................... 44 4.2.4 绩效反馈的优化设置............................................................................... 50 第五章 M 保险公司销售部门绩效优化方案保障措施.................................................. 52 5.1 组织保障 .............................................................................................................. 52 5.1.1 设立考核委员会....................................................................................... 52 5.1.2 成立考核办公室....................................................................................... 52 5.2 制度保障 .............................................................................................................. 52 5.2.1 建立绩效管理申诉制度........................................................................... 52 5.2.2 建立周例会制度....................................................................................... 52 5.3 文化保障 .............................................................................................................. 53 5.4 培训保障 .............................................................................................................. 53 结 论............................................................................................................................... 54