如何让战略有效落地是企业经营管理的核心工作，本文从薪酬激励的角度， 研究战略管理、绩效管理、薪酬管理之间的内在逻辑，通过设计一套基于战略的 绩效薪酬方案，让驱动战略实现的 KPI 和绩效薪酬直接关联起来，从而以最有效、 最持久的方式推动企业战略实现。 本文以中国太平洋人寿保险股份有限公司湖南分公司为研究对象，通过分析 目前公司战略落地的困境，以及绩效管理、薪酬管理所存在的问题，采用战略地 图重新清晰描述公司整体战略，确定财务层面、客户层面、内部流程层面、学习 与成长层面相匹配的战略目标，设立相应衡量指标和目标值，构建湖南分公司平 衡计分卡。同时为进一步将战略目标转化为员工日常行为，本文针对不同岗位建 立了差异化 KPI 绩效评价体系，并将岗位中最能体现公司战略的 KPI 和绩效薪酬 直接挂钩，从而实现利用绩效薪酬来牵引员工行为，以个人绩效的提升来实现组 织绩效的目标。本文设计了几个关键并有代表性的岗位绩效薪酬方案，充分考虑 了以下主要因素，与绩效薪酬挂钩的 KPI 要体现公司战略；关注岗位、条线差异； 关注存量、增量差异；关注发展阶段、市场环境差异；绩效薪酬占比；支付周期 等。在绩效薪酬方案验证和实施方面，本文以客观实际为依据，进行了逻辑推论 和部分实证。 本文系统地设计了一套湖南分公司基于战略的绩效薪酬方案，该方案具有较 强的可操作性和可借鉴性，将有效促进湖南分公司战略目标的达成，实现企业价 值可持续增长，验证战略地图、平衡记分卡在寿险分支机构的使用功效，同时为 整个保险业、甚至其他行业提供重要参考价值。 关键词，战略；平衡计分卡；绩效管理；绩效薪酬；方案设计III Abstract How to implement the strategy effectively is the core work of operation and management of business. From the perspective of compensation-incentive system, this paper analyzed the internal logic among strategic management, performance management and compensation management. By constructing a set of strategy-based pay-for-performance proposal, Key Performance Indicator (KPI) which could drive the business strategy come true and pay-for-performance could be associated directly, and consequently, the implementation of business strategy could be promoted in the most efficient and permanent way. This paper took Hunan Branch of China Pacific Life Insurance Company as the research object. By analyzing the current dilemma of strategy implementing, as well as the problems existed in performance management and payment management, this paper re-described the company’s main strategies clearly by using a strategic map. It also built up the matching strategic goal of different levels of finance, customer, internal process and learning and growth. Meanwhile, the measure gauge and target values were established, and Balanced Score Card (BSC) of Hunan Branch was constructed as well. Besides, in order to further transform the strategic goal into employee’s daily behavior, this paper set up a diverse KPI performance evaluation system according to different positions, and KPI, which can reflect the company’s strategy best, would be connected to pay-for-performance directly. Therefore, employee’s performance could be motivated by the pay-for-performance, and the target of organizational performance could be realized by improving individual performance.Under a mature consideration of some main factors, a couple of critical and representative pay-for-performance proposals were designed in this paper. These factors are as follows: KPI which is connected to pay-for-performance should embody the company’s strategy; different positions and their existing differences should be regarded; the difference between stock and incremental quantity, the difference between stages of development and marketing environment, the proportion of pay-for-performance, payment cycle and so on should also be considered.With respect to the verification and implementation of pay-for-performance proposal, this paper carried out a logic analysis and part of them got confirmed based on objective reality. In this paper a set of strategy-based pay-for-performance proposal, which isIV highly exercisable and could be used for reference, of Hunan Branch is designed. This proposal will prompt the realization of strategic goal of Hunan Brunch effectively, and help the sustainable growth of company’s value. Furthermore, the function of strategic map and BSC in life insurance branches is verified, so as to provide a very important reference value for the insurance industry, even other professions. Keywords: Strategy; BSC; Performance management; Pay-for-Performance;Proposal designV 目 录 学位报告原创性声明和学位报告版权使用授权书.............................................................I 摘要................................................................................................................................... II Abstract ................................................................................................................................ III 插图索引.............................................................................................................................VII 附表索引...........................................................................................................................VIII 第 1 章 绪 论....................................................................................................................1 1.1 研究背景和意义 ............................................................................................ 1 1.1.1 研究背景 .............................................................................................. 1 1.1.2 研究的理论意义和现实意义 ............................................................... 2 1.2 基于战略的绩效薪酬的相关理论和管理工具.............................................. 2 1.2.1 绩效考核和薪酬设计的相关理论 ........................................................ 2 1.2.2 绩效考核和薪酬设计的相关管理工具................................................. 6 1.3 主要研究内容和研究方法............................................................................. 9 1.3.1 主要研究内容 ...................................................................................... 9 1.3.2 研究方法 ............................................................................................ 10 第 2 章 太平洋寿险湖南分公司绩效薪酬管理现状分析..............................................11 2.1 太平洋寿险湖南分公司基本慨况 ............................................................... 11 2.1.1 公司基本情况 .................................................................................. 11 2.1.2 湖南分公司组织架构......................................................................... 12 2.2 湖南分公司绩效薪酬管理现状及问题 ........................................................ 14 2.3 湖南分公司绩效薪酬管理问题存在的原因分析 ......................................... 15 第 3 章 基于战略的绩效薪酬方案设计..........................................................................18 3.1 设计的目标与原则 ...................................................................................... 18 3.1.1 设计目标 ............................................................................................ 18 3.1.2 设计原则 ............................................................................................ 18 3.2 湖南分公司战略选择 .................................................................................. 19 3.3 湖南分公司平衡计分卡体系....................................................................... 21 3.4 建立差异化岗位绩效考核 KPI 指标体系 ................................................... 25 3.5 湖南分公司的岗位绩效薪酬方案设计 ....................................................... 35 3.5.1 三级机构总经理岗绩效薪酬方案 ..................................................... 36 3.5.2 三级机构个险分管总绩效薪酬方案 ................................................. 39VI 3.5.3 三级机构银邮分管总绩效薪酬方案 ................................................. 43 3.5.4 三级机构团险分管总绩效薪酬方案 ................................................. 45 3.5.5 四级机构经理的绩效薪酬方案 ......................................................... 47 3.5.6 后援内勤管理人员绩效薪酬方案 ..............