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MBA硕士毕业论文_D保险公司理赔人员绩效管理研究

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I 摘要 随着时代的发展和社会的进步,我国社会主义现代化建设进入了新的阶段,群众的 精神物质生活得到了明显的改善。当精神层次得到满足以后,随着经济快速增长,互联 网技术的普及发展,人民对生活水平的要求也越来越高。保险受到越来越多的关注, 保险行业逐渐崭露头角。BD 保险公司耕耘保险市场多年,主营业务与财险相关,在 业内名气较大。为了进一步推动经营目标的实现,公司十分注重理赔队伍的发展。当 然在实践中还是会存在不少的问题,其中绩效管理缺乏足够的科学性,一线工作者的 满意度不高,理赔流程复杂,人员流动性强的问题突出,如果这些问题不加以解决, 企业的经营将会出现问题。由此可见该企业应当尽快着手打造完善的绩效管理体系。 为了解决上述问题,本研究结合文献研究法、调查问卷法等方法,将 BD 保险公 司作为研究对象对其理赔人员绩效管理进行了深入的研究。首先,介绍我国和西方发达 国家在绩效管理方面取得的成果,对其中的重点理论加以阐释,并明确研究重点以及 思路。其次,介绍保险公司理赔人员绩效管理的实际情况,展开针对性研究。对 BD 保险公司现阶段制定的绩效管理方案以及体系进行了论述,将问卷中收集的信息数据 做了相应的整理分析。最后,阐述了完善绩效管理体系的具体方法并根据结论提出相 关的意见,帮助公司完善绩效管理制度。 研究结论表明,BD 保险公司理赔人员的绩效考核方案的完善需要从以下几个角 度入手:第一,明确绩效指标和标准,第二,完善绩效考核体系,使其更加科学,第 三,实现绩效辅导方法的多样化,第四,制定详细的绩效考核流程,第五,完善反馈 机制,第六,充分科学运用绩效考核结果。同时,在进行绩效管理优化时,需要注意 以下几个方面:保证优化标准需要基于公司总战略目标;对于绩效管理优化工作应该 保证良好的宣导和培训;需要将业务区域的影响考虑在内。通过这些方式,可以进一 步推动 BD 保险绩效管理体系的发展,助力公司走上可持续发展之路。 关键词:BD 公司绩效管理;BD 公司理赔人员;BD 保险公司西北农林科技大学硕士学位论文 II ABSTRACT With the development of the times and social progress, my country's socialist modernization has entered a new stage, and the masses' spiritual and material lives have been significantly improved. After the spiritual level is satisfied, with the rapid economic growth and the popularization and development of Internet technology, the people's requirements for living standards are becoming higher and higher. Insurance has received more and more attention, and the insurance industry has gradually emerged. BD Insurance has been working on the insurance market for many years, and its main business is related to property and casualty insurance, and it is well-known in the industry. In order to further promote the realization of business objectives, the company attaches great importance to the development of the claims team. Of course, there are still many problems in practice. Among them, performance management lacks sufficient scientificity, the satisfaction of front-line workers is not high, the claims process is complicated, and the problem of strong staff mobility is outstanding. If these problems are not solved, the enterprise Will have problems with its operation. This shows that the company should start to build a perfect performance management system as soon as possible. In order to solve the above problems, this study combines literature research method, questionnaire method and other methods, taking the performance management of BD insurance company's claims personnel as an example to carry out the research. First, it introduces the achievements made by my country and western developed countries in performance management, explains the key theories, and clarifies the research focus and ideas. Second, it introduces the actual situation of the performance management of insurance company claims personnel and conducts targeted research. Clearly mention the performance management plan formulated by the BD company at the stage of development, and discuss the system part; and collect information and data in accordance with the questionnaire survey, and then analyze the relevant data. Finally, it elaborated the specific method of perfecting the performance management system, and put forward improvement suggestions based on the relevant conclusions to help the company improve the performance management system. The conclusion of the research shows that the improvement of the performance assessment plan of the claims personnel of the BD insurance company needs to start fromABSTRACT III the following angles: first, clarify the performance indicators and standards, second, ensure the scientificity and rationality of the performance assessment system, and third, realize Diversification of performance coaching methods. Fourth, formulate detailed performance evaluation process. Fifth, improve feedback mechanism. Sixth, make full use of performance evaluation results scientifically. At the same time, when optimizing the performance system, you should pay attention to the following aspects: to ensure that the optimization criteria need to be based on the company's overall strategic goals; for the optimization of the performance system, you should ensure good publicity and training; you need to consider the impact of the business area. Through these methods, it can further promote the development of BD insurance performance management system and help the company embark on the road of sustainable development. KEYWORDS: Performance management; Claims staff; BD insurance company目 录 I 目 录 摘要···············I ABSTRACT ····II 第一章 导论 ··1 1.1 研究背景与研究意义 ·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 ···3 1.2.3 文献评述 ·········4 1.3 研究内容与方法 ·······4 1.3.1 研究内容 ·········4 1.3.2 研究方法 ·········6 第二章 相关概念界定及理论基础···········7 2.1 相关概念·················7 2.1.1 绩效 ···············7 2.1.2 绩效管理 ·········7 2.1.3 理赔人员 ·········7 2.2 绩效管理的过程 ·······8 2.2.1 绩效计划 ·········8 2.2.2 绩效辅导 ·········9 2.2.3 绩效考核 ·········9 2.2.4 绩效反馈 ·········9 2.3 绩效管理的常用工具 ·9 2.3.1 关键绩效指标法(KPI)·······9 2.3.2 平衡计分法(BSC) ··········10 2.3.3 360 度考核法··11 2.4 相关理论···············11 2.4.1 需求层次理论 ·11西北农林科技大学硕士学位论文 II 2.4.2 绩效管理理论 ·12 第三章 BD 保险公司理赔人员绩效管理现状·············13 3.1 BD 保险公司概况 ···13 3.1.1 公司简介 ·······13 3.1.2 公司理赔人员介绍·············14 3.2 公司理赔人员绩效管理现状 ········15 3.2.1 公司理赔人员岗位设置 ············15 3.2.2 绩效管理的目标················16 3.2.3 绩效管理的原则················16 3.2.4 绩效管理职责分工·············16 3.2.5 绩效指标与绩效考核··········18 3.2.6 绩效管理流程 ·19 第四章 BD 保险公司理赔人员绩效管理的调查及问题与原因分析···21 4.1 公司理赔人员绩效管理的调查 ·····21 4.1.1 问卷设计及发放情况··········21 4.1.2 问卷的统计结果 ···22 4.2 BD 保险公司理赔人员绩效管理存在的问题与原因分析 ········26 4.2.1 管理者对绩效管理重视程度低 ···············26 4.2.2 绩效考核结果缺少激励效果 26 4.2.3 绩效辅导工作不到位··········27 4.2.4 绩效考核流程尚不完善·······27 4.2.5 绩效反馈机制不完善··········28 第五章 BD 保险公司理赔人员绩效管理方案优化 ······29 5.1 绩效管理方案的必要性及原则 ·····29 5.1.1 绩效管理方案设立的必要性 29 5.1.2 绩效管理方案的设计原则 ···29 5.2 绩效管理优化方案设计 ··············30 5.2.1 细化岗位职责,设定考核方法 ···············31 5.2.2 优化考核指标体系·············32 5.2.3 明确绩效考核流程·············37 5.2.4 丰富绩效沟通与辅导方法 ···38 5.2.5 健全绩效反馈机制·············39 5.2.6 合理运用绩效考核结果·······41目 录 III 第六章 绩效管理优化方案的对策建议及实施保障 ·····45 6.1 对策建议 ·········45 6.1.1 绩效管理优化需要有力的宣导和培训 ······45 6.1.2 绩效管理优化应当符合公司总体战略 ······45 6.1.3 绩效管理优化要考虑业务区域因素 ·········45 6.2 实施保障 ·········46 6.2.1 提高管理层重视程度··········46 6.2.2 加强绩效管理培训·············46 6.2.3 加强绩效管理监督·············47 6.2.4 建立结果运用追踪机制·······47 第七章 研究结论 ············49。。。。。。以下内容略
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