近年来，随着经济社会快速发展，保险欧亿·体育（中国）有限公司竞争日益激烈。作为人口资源 和农业资源大省，河南省农业保险发展逐渐进入成熟期，成为各保险公司竞相 角逐的重要商业板块。人才作为保险欧亿·体育（中国）有限公司的核心竞争要素，扮演着越来越重要 的角色。如何管理人才，有效发挥人力资源价值，成为保险欧亿·体育（中国）有限公司管理者研究的 重要课题，而绩效考核逐渐发展为企业进行人力资源管理，激发员工潜能的重 要手段。完善的绩效考核体系不仅可以增强公司竞争力，同时有助于实现公司 战略目标。如何搭建健全的绩效考核体系从而实现员工绩效目标与公司发展目 标方向一致，如何通过精准实施绩效考核体系，能够在吸引人才的同时提升员 工绩效水平，最终实现公司战略目标是保险欧亿·体育（中国）有限公司人力资源管理中面临的重要问 题，而平安河南分公司农险（下文简称：PAH公司农险）也面临着同类问题。 为解决上述问题，本文以PAH公司农险员工为研究对象，采取实证研究法、 问卷调查法等分析方法对PAH公司绩效考核体系进行综合研究分析。首先梳理 了该公司农险从业员工绩效考核体系现状，通过综合研究分析，总结出PAH公 司农险员工绩效考核体系现状中存在的主要问题。其次，针对上述问题，结合 人力资源管理相关理论知识进行原因分析，发现绩效考核体系推广欠缺，考核 指标过于单一，员工对考核结果反馈不足等成因。继而针对上述问题及成因， 运用现代绩效管理与考核的基本理论知识，为PAH公司绩效考核体系设计优化 方案。同时，为确保PAH公司绩效考核体系优化方案顺利实施制定了相对应的 保障体系措施。本文在对PAH公司绩效考核体系进行优化方案设计时发现，第 一，通过改进绩效考核体系，更全面的考核员工综合素质，可以有效提升员工 绩效考核水平。第二，健全的绩效考核体系对实现公司战略目标具有重要意义。 基于以上研究，本文提出通过健全绩效考核体系，丰富绩效考核指标，加 强绩效考核监督，强化绩效考核应用等四个方面措施，为PAH公司设计绩效考 核体系优化方案。该方案具有可操作性强、评价指标合理、考核应用广泛等特 点，将对PAH公司在农业保险市场稳步快速发展提供有益助力。同时，对其他 省份分支公司做好人力资源管理工作也有一定的借鉴意义。 关键词：保险公司；绩效考核体系；人力资源管理；KPI  II Abstract In recent years, with the rapid developments of economy and society, the competition in the insurance industry has become increasingly fierce.As a large province of population and agricultural resources, the development of agricultural insurance in Henan Province has gradually entered a mature period, and it has become an important commercial sector for various insurance companies to compete. As the core competitive element in the insurance industry, talents play an increasingly important role. How to manage talents and make effective uses of the value of human resources have become important issues for managers in the insurance industry. And the performance evaluation system has gradually developed into an important means for companies to manage human resources and stimulate employees' potential.A perfect performance evaluation system can not only enhance the company's competitiveness, but also help to achieve the company's strategic goals. How to build a complete performance evaluation system to achieve employee performance goals consistent with the company's development goals, how to accurately implement the performance evaluation system, be able to attract talents while improving employees’ performance levels，and ultimately achieve the company's strategic goal are the significant problems which nowadays the human resources management in insurance industry are facing. Ping An Henan Branch's Agricultural Insurance (hereinafter referred to as: PAH's agricultural insurance) also faces similar problems. In order to solve the above problems, this paper takes PAH's agricultural insurance employees as the research object, and adopts empirical research methods and questionnaire survey methods to conduct a comprehensive research and analysis of PAH's performance performance evaluation system system. Firstly, sort out the current status of the performance evaluation system of the company's agricultural insurance employees. Through comprehensive research and analysis, it summarizes the main problems in the current status of the PAH company's performance evaluation system of agricultural insurance employees. Secondly, to analyze the causes based on  III the above problems and combined with the relevant theoretical knowledge of human resource management, then it was found that the promotion of the performance evaluation system is inadequate, and the evaluation indicators are too single, and the employees have insufficient feedback on the evaluation results. In response to the above problems and causes, the basic theoretical knowledge of modern performance management and evaluation are used to design an optimized plan for the PAH company performance evaluation system. At the same time, in order to ensure the smooth implementation of the PAH company performance evaluation system optimization program, the corresponding safeguard system measures were formulated. This article found two things when optimizing the design of the PAH company performance evaluation system, firstly, a more comprehensive assessment of the comprehensive quality of employees can effectively improve the level of employee performance evaluation by improving the performance evaluation system; Secondly, a complete performance evaluation system is of great significance for achieving the company's strategic goals. Based on the above research, this paper proposes that through improving the performance evaluation system, enriching performance evaluation indicators, strengthening performance evaluation supervision and the application of performance evaluation to design a performance evaluation system optimization plan for PAH. The program has the characteristics of strong operability, reasonable evaluation indicators, and wide range of assessment applications. It will provide steady and rapid development in the agricultural insurance market for PAH company. At the same time, it also has a certain reference value for other provincial branches to do a good job in human resource management. Key words: Insurance Company; Performance performance evaluation system system; Human resource management; KPI  IV 目录 第一章 绪论 ............................................. 1 第一节 研究背景及意义 .......................................... 1 一 研究背景 ........................................................ 1 二 研究意义 ........................................................ 2 第二节 国内外研究现状 .......................................... 3 一 国外研究现状 .................................................... 3 二 国内研究现状 .................................................... 4 第三节 研究内容及方法 .......................................... 6 一 研究内容 ........................................................ 6 二 研究方法 ........................................................ 7 第二章 PAH公司农险员工绩效考核体系现状................... 8 第一节 PAH公司农险及员工简介 .................................. 8 一 PAH公司农险及组织架构简介 ....................................... 8 二 PAH公司农险员工概况 ............................................. 9 第二节 PAH公司农险的绩效考核体系构成 .......................... 9 一 绩效考核的目标和原则 ............................................. 9 二 绩效考核方式及执行现状 .......................................... 10 三 绩效考核对象及指标.............................................. 12 四 考核结果反馈及申诉机制 .......................................... 13 五 绩效考核结果应用................................................ 13 第三章 PAH公司农险员工绩效考核体系存在的问题及原因分析 .. 15 第一节 PAH公司农险员工绩效考核体系调研 ....................... 15 一 调查问卷方案设计................................................ 15 二 调查问卷的实施及结果 ............................................ 15 三 负责人访谈 ..................................................... 17  V 第二节 PAH公司农险员工绩效考核体系存在的问题 ................. 18 一 员工缺乏对该体系了解 ............................................ 18 二 考核指标设置不合理.............................................. 19 三 员工反馈考核结果频次少 ..............................