摘要
摘要
随着我国居民对保险的需求的不断增长，许多保险企业应运而生，并且随着
政府对保险欧亿·体育（中国）有限公司的监管越来越严格，国内保险企业必须要顺应时代发展，采取相
应措施提高自身实力，才能在复杂多变的市场环境中占据有利地位。 Y保险分公
司作为老牌保险企业，企业历史悠久，企业文化底蕴深厚，为了应对市场经济的
不断冲击，面临的挑战不断加剧， Y保险分公司必须要从内部管理入手，革故鼎
新，建立与企业发展战略相适配的绩效考核体系，为同类型保险欧亿·体育（中国）有限公司企业提供借
鉴意义。
首先，本文在阐述绩效、绩效考核、平衡计分卡等基本概念及其理论的基础
上，重点阐述了基于平衡计分卡的绩效考核体系构建内容与优缺点等。其次，从
Y保险分公司现行的绩效考核体系入手，分析找出目前 Y保险分公司在绩效考
核中存在的问题，即绩效考核目标不明确、指标设计不合理和缺失反馈机制等问
题。最后，通过四个步骤优化解决以上问题，一是优化考核体系的设计目标和原
则，绘制 Y保险分公司战略地图。二是引入平衡计分卡的财务、客户、内部流
程、学习与成长四个维度，优化绩效考核指标。三是利用层次分析法、专家小组
法等方法确定具体指标权重。四是构建出一套优化后的绩效考核体系实施方案并
提出相应保障措施。
本文的特色之处在于围绕财险保险企业的实际经营特点，选取Y保险分公
司作为案例研究其绩效考核管理现状，发现目前在绩效考核体系中存在的问题与
不足，将平衡计分卡理论用于优化其绩效考核体系，期望不但能够为 Y保险分
公司的绩效考核体系提供思路、方法与建议，而且对其他同类型公司的绩效考核
改革提供启发。
关键词：绩效考核；体系优化；平衡计分卡
论文类型：应用类
选题来源：其它
I
ABSTRACT
ABSTRACT
With the continuous growing demand of Chinese residents for insurance, many
insurance enterprises emerge at The Times require. With the government's increasingly
strict supervision of the insurance industry, domestic insurance enterprises must adapt
to the development of The Times and take corresponding measures to improve their
own strength, so as to occupy a favorable position in the complex and changeable
market environment. Y insurance branch as established insuranceenterprise, the
enterprise has a long history, profound enterprise culture, in order to cope with the
constant impact of the market economy, increasing challenges, Y insurance branch
must start from the internal management, innovation, establish and the enterprise
development strategy of performance appraisal system, provide reference for the same
type of insurance industry enterprises.
First of all, on the basis of elaborating the basic concepts and theories of
performance, performance appraisal and balanced scorecard, this paper focuses on the
construction contents, advantages and disadvantages of the performance appraisal
system based on balanced scorecard. Secondly, starting from the current performance
appraisal system of Y Insurance Branch, this paper analyzes and finds out the existing
problems in the performance appraisal of Y Insurance Branch, including unclear
performance appraisal objectives, unreasonable index design and lack of feedback
mechanism. Finally, the above problems are solved through four steps. First, the
design objectives and principles of the assessment system are optimized, and the
strategic map of Y insurance branch is drawn. Second, the four dimensions of finance,
customer, internal process, learning and growth of BSC are introduced to optimize
performance assessment indicators. Third, use analytic hierarchy process, expert group
method and other methods to determine the weight of specific indicators. Fourth,
construct a set of optimized performance appraisal system implementation plan and
put forward the corresponding safeguard measures.
The characteristic of this paper is to focus on the actual operating characteristics
of property insurance companies, select Y Insurance Branch as a case to study the
current situation of its performance appraisal management, find the problems and
deficiencies in the current performance appraisal system, and apply the balanced
scorecard theory to optimize its performance appraisal system, hoping to not only
III
ABSTRACT
provide ideas,methods and suggestionsfor Y InsuranceBranch's performance
appraisal system, It also provides inspiration for the performance appraisal reform of
other similar companies.
KEY WORDS: Performance appraisal; System optimization; Balanced scorecard
Dissertation type: Application type
Subject source: Other
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