目 录
1. 绪论 ..... 1
1.1 选题背景及研究意义 .... 1
1.2 研究思路和研究方法 .... 2
1.2.1 研究思路 .. 2
1.2.2 研究方法 .. 2
1.3 论文总体框架 .... 2
2. 绩效管理相关理论综述 ......... 4
2.1 绩效 ........ 4
2.2 绩效考核4
2.3 绩效管理6
2.3.1 绩效管理概述 ...... 6
2.3.2 绩效管理流程 ...... 7
2.3.3 绩效管理在人力资源管理中的作用 ...... 8
2.4 国内外相关研究综述 .... 9
2.4.1 国外研究现状 ...... 9
2.4.2 国内研究现状 .... 10
2.5 绩效管理方法 .. 10
2.5.1 目标管理法（management by objective, MBO） ........ 10
2.5.2 关键绩效指标法（key performance indicators, KPI） .11
2.5.3 平衡计分卡法（balanced score card, BSC） ....11
2.5.4 360 度考核法（360-degree feedback） 12
3. PICC 九江分公司绩效管理现状 ...... 13
3.1 PICC 九江分公司介绍 . 13
3.1.1 公司概况13
3.1.2 公司组织构架 .... 13
3.1.3 公司人力资源情况现状分析 .... 15
3.1.4 九江保险市场行业分析 . 16
3.2 PICC 九江分公司绩效管理现状 ......... 18
3.2.1 公司绩效考核的目的 .... 18
3.2.2 公司绩效考核的内容 .... 18
3.2.3 公司绩效考核周期 ........ 19
3.2.4 公司考核方式 .... 19II
3.2.5 公司考核结果 .... 20
3.3 PICC 九江分公司绩效管理问卷调查 . 21
3.3.1 问卷调查的目的和内容设计 .... 21
3.3.2 问卷调查的实施21
3.4 PICC 九江分公司绩效管理问卷调查结果分析 ......... 22
3.4.1 绩效管理了解程度调查分析 ..... 22
3.4.2 绩效管理作用调查分析23
3.4.3 绩效管理满意度调查分析 ........ 24
3.4.4 绩效管理实施效果调查分析 .... 25
4. PICC 九江分公司现行绩效管理体系存在的问题及原因分析 ...... 27
5. PICC 九江分公司绩效管理优化设计 .......... 29
5.1 绩效管理优化的基本原则 ...... 29
5.2 绩效管理优化的总体思路 ...... 29
5.3 绩效管理体系优化的具体内容 .......... 30
5.3.1 绩效管理的内容优化 ........... 30
5.3.2 绩效管理的流程优化 ........... 37
5.3.3 绩效管理考核的结果应用优化 ....... 39
6. PICC 九江分公司绩效管理方案实施的保障措施 .. 42
7. 结论 ... 45
参考文献 46
附录 1：. 48
后 记.... 49III
CONTENTS
1. Introduction1
1.1 Background and Significance1
1.2 Research ideas and methods 2
1.2.1 Research ideas 2
1.2.2Research method 2
1.3 General framework of the theis2
2. Performance management theory of the theis4
2.1 Performance 4
2.2 Assessment of performance 4
2.3 Performance Management 6
2.3.1 Overview of performance management6
2.3.2 Performance management process7
2.3.3 The function of performance management in human resource
management 8
2.4 Research at home and abroad were reviewed 9
2.4.1 Foreign research status 9
2.4.2 Domestic research status 10
2.5 Performance management method 10
2.5.1 Management by objectives 10
2.5.2 Key Performance Indicators 11
2.5.3 Balanced Score Card11
2.5.4 360 degree feedback method 12
3. The analysis of the situation of performance management in PICC Jiujiang
company 13
3.1 The introduction of Jiujiang branch13
3.1.1 Company profile 13
3.1.2 Company organizational structure 14
3.1.3 The existing human resources of Company 15
3.1.4 Analysis of insurance market in Jiujiang 16
3.2 Performance management of PICC Jiujiang branch18
3.2.1 The purpose of company performance assessment18
3.2.2 The content of company performance assessment 18IV
3.2.3 The cycle of company performance assessment 19
3.2.4 The method of company performance assessment 19
3.2.5 The result of company performance assessment20
3.3 The performance management questionnaire of PICC Jiujiang branch 21
3.3.1 The purpose and content design of the questionnaire21
3.3.2 The implementation of questionnaire 21
3.4 The performance management questionnaire survey results analysis of PICC
Jiujiang branch 22
3.4.1 Investigation and Analysis on the level of performance management
22
3.4.2 Investigation and analysis of performance management 23
3.4.3 Investigation and Analysis on the degree of satisfaction of performance
managemen 24
3.4.4 Investigation and Analysis on the effect of performance management
25
4. The problems and reasons of the current performance management system of
PICC Jiujiang branch 27
5. The current performance management optimization design of PICC Jiujiang
branch29
5.1 The basic principles of performance management optimization 29
5.2 The general idea of performance management optimization29
5.3 The specific content of the optimization of performance management system
30
5.3.1 Content optimization of performance management 30
5.3.2 Performance management process optimization 37
5.3.3 The results of performance management assessment and application
optimization39
6. The new performance management plan application may meet the resistance
and the plan implementation safeguard measure42
7. Conclusion45
Reference 46
Appendix1： 48
Postscript： 491
摘要
近年来，随着我国经济的快速发展，人力资源管理在现在企业管理中的地位
越来越重要。作为企业，要想在市场内位居领先地位，就必须发现自身所具备的
核心竞争力。我国金融体制持续改革、全球经济一体化进程加快等现状，让金融
行业的竞争愈演愈烈。人才战略作为企业核心竞争力的一种，由于它具备独特性，
无法复制，只有不断地自我完善和自我发展，才能发挥人才战略的优势。加强对
人力资源的管理，绩效管理是一项有效的措施，通过绩效管理能够实现资源最优
配置，也能够激发人才发挥优势，提高企业的核心竞争力。本论文对绩效管理进
行全面的梳理和研究，能够帮助企业解决存在的问题、增强核心竞争力

绩效管理是一个形成共识的过程，是实施于企业战略规划载体中、对绩效实现
过程中各种要素进行管理的一种方法。因此，企业如何结合自身实际情况，建立
合理有效的绩效管理体系，从而提高企业的整体经营效率，实现企业的战略目标
和可持续发展，已经成为当前许多学者关注和研究的重要课题。我国保险行业从
开始学习并引入绩效管理，虽然经过十多年的实施，其实际效果并不理想

能否更好地规划、构建绩效管理体系来提升员工的主观能动性，以及让绩效管理
体系为企业的成长贡献更大的力量，成为保险公司亟需考虑处理的燃眉之急

本文以中国人民财产保险股份有限公司九江分公司（以下简称：PICC 九江分
公司）为实例，结合其现有的绩效管理情况，通过资料搜集、研究分析，采用问
卷调查法得出该公司在绩效管理中存在的核心问题，分析问题产生的深层次原因

结合绩效管理理论与工具，并借助图表的方式，对公司目前存在的问题进行全面
的剖析，并提出解决的策略，为 PICC 九江分公司提高绩效管理工作的有效性，推
动各项业务平稳健康的发展。同时，也希望通过该课题的研究，总结出绩效管理
的实践意义，给行业内其他保险主体提供借鉴与参考

关键字：人保财险公司；绩效管理；优化设计2
Abstract
In recent years, with the rapid development of China's economy, human resource
management is becoming more and more important in management. As an enterprise，
to the highest leadership position in the market, it must find the core competitiveness.
With the continued reform of China's financial system，the global economic integration
process，the financial industry competition intensified. Talent strategy as a core
competitiveness of enterprises，because it is unique，is directly related to the ability of
development and everlasting. Performance Management as a core human resource
management，enhance the market competitiveness of commercial banks and the core
competitiveness.
Performance management is a process of forming a consensus. It is a kind of
method which is implemented in the carrier of enterprise strategic planning, and
manages all kinds of elements in the process of performance realization. So, an
enterprise how to combine their own actual situation, and establish a reasonable and
effective performance management system, and then improve the overall operational
efficiency of enterprises, then to achieve the strategic objectives and sustainable
development of enterprises, has become an important topic for many scholars to pay
attention to and study at present. China's insurance company began to learn and
introduce performance management from ,although after more than ten