摘要
摘要
复杂多变的市场环境、日趋激烈的市场竞争、仍不确定的经济复苏前景、
持续上升的人力成本给企业的人力资源管理带来了巨大的挑战。如何优化现有
人力资源，提升员工敬业度，从而强化品牌建设、提高组织绩效、获得实际利
润和长远健康发展成为摆在企业面前的一个至关重要的战略问题，亟待解决。
D财产保险公司成立于 2004年，18年以来，逐步发展成为云南省头部财产
保险公司之一，市场规模和保费业绩稳步提升，成绩不菲。但是人力资源管理
上和运营效率问题却逐渐凸显，特别基层销售队伍出现了展业积极性不高、创
造力欠缺、获客能力不足、离职率及离职倾向高等问题，影响了公司的正常运
行和可持续发展，亟待解决。
本文以 D财产保险公司销售人员敬业度为研究对象。首先，从理论基础入
手，选取了自我决定、个体—工作匹配、社会交换、社会比较四个理论作为理
论依据。其次，通过现存统计资料分析法对 D财产保险公司销售人员敬业度现
状进行描述，得出敬业度发生偏离的结论。再次，通过深度访谈法，结合盖洛
普 Q12测量表，对 100名销售人员进行深度访谈，归纳分析出销售人员总体敬
业度不高，其中问题较为突出的四个方面为：员工使命感不强、员工职业迷茫
感强、员工相对剥夺感强、员工归属感不强。然后，分析敬业度问题的四个原
因为：公司权力距离过高、公司职业发展规划缺位、公司激励机制不科学、公
司企业文化氛围不佳。最后，结合理论基础提出 4个方面敬业度提升策略：塑
造共同愿景、实施职业发展规划、优化激励机制、营造开放包容的企业文化。
通过本文的研究，期望能够为 D财产保险公司的员工敬业度提升和人力资
源管理提供一些新思路新方法，同时为同行业提供相应的理论实践的参考范例
和借鉴。
关键词：D财产保险公司；销售人员；员工敬业度；盖洛普Q12
I
Abstract
Abstract
The complex and changeable market environment, increasingly fierce market
competition, still uncertain prospects for economic recovery, and continuously rising
labor costs have brought great challenges to the human resource management of
enterprises. How to optimize the existing human resources, enhance employee
engagement, so as to strengthen brand building, improve organizational performance,
obtain actual profits and long-term healthy development has become a crucial
strategic problem facing enterprises, which needs to be solved urgently.
D Property Insurance Company was established in 2004. In the past 18 years, D
Property Insurance Company has gradually developed into one of the top property
insurance companies in Yunnan Province, with a steady increase in market size and
premium performance and a lot of achievements. However, problems in human
resource management and operation efficiency have gradually become prominent. In
particular, the grassroots sales team has problems such as low enthusiasm for
exhibition industry, lack of creativity, lack of customer acquisition ability, high
turnover rateand turnover intention,which affectthe normal operationand
sustainable development of the company and need to be solved urgently.
This paper takes the engagement of sales staff of D Property Insurance Company
as the research object. Firstly, from the theoretical point of view, the individual-job
matchingtheory,socialcomparisontheory,socialexchangetheoryand
self-determination theory are selected as the theoretical basis. Secondly, through the
participation observation method, the status quo of engagement of sales staff of D
Property insurance Company is described, and the conclusion that engagement
deviates is drawn. Again, through the depth interview method, combining the Gallup
Q12 inventory,depth interview,100 salespersonnel, to analyzethe overall
engagement sales staff is not high, the problem is relatively outstanding in four
aspects: staff mission is not strong, the staff career confused feeling strong, strong
sense of relative deprivation employees and employees sense of belonging is not
II
Abstract
strong. Then, the four reasons of engagement are as follows: high power distance,
lack of careerdevelopment plan, unscientificincentive mechanism, andpoor
corporate culture atmosphere. Finally, based on the theoretical basis, four aspects of
engagementpromotion strategiesareproposed:shaping asymbioticvision,
implementing career development planning, optimizing incentive mechanism, and
creating an open and inclusive corporate culture.
Through the research of this paper, it is expected to provide some new ideas and
methods forthe improvement ofemployee engagementand human resource
managementof DPropertyInsurance Company,and providecorresponding
theoretical practice examples and reference for the industry.
Key words: D Property Insurance Company; The sales staff; Engagement of
employees;Gallup Q12
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