人力资源作为企业未来发展的关键资源之一，使得越来越多的公司管理者开始采用 KPI这种较为流行的绩效管理方法，保险公司也不例外。保险行业未来发展势头较好， 大多数保险公司面临的市场竞争愈加激烈，由于对员工的考核不当，造成人员流动较大， 晋升机制的缺失导致员工工作积极性不高，严重阻碍了保险公司未来的发展。加强对销 售人员的考核管理、提高员工素养，是保险公司急需解决的首要问题。 本文以R保险公司开封分公司车商部人员为研究对象，从KPI的计划、实施入手， 遵循一定的原则，通过对车商部人员的考核内容、考核指标和权重分配进行分析，问题 调查以发放问卷和面对面访谈的形式进行，调查问卷和访谈的问题设计涵盖了考核指标 和考核内容等多个方面，通过对调查结果进行统计分析，找出公司KPI实施中存在指标 设置不合理、实施过程不公平及对考核结果缺乏反馈机制等问题，分析问题以上产生的 原因主要是与公司战略目标不匹配、职责划分不明确和不重视考核结果。通过问题及原 因分析提出修改员工岗位职责、建立有效的反馈制度、加强考核结果的应用及形成循环 管理流程等优化建议，对车商部人员的KPI进行重新改进，制定出保障措施，确保优化 后的方案得以顺利实施，为员工提供晋升空间，促进员工的工作积极性，并为下一周期 的考核提供数据支撑。希望优化后的KPI能有效提升公司车险部的绩效管理水平，实现 员工个人价值，获取更多的市场份额，提升企业竞争能力，实现公司可持续发展战略目 标，并为其他保险公司的人力资源管理制度改革提供借鉴。 关键词:绩效考核 保险 KPI III ABSTRACT As one of the key resources for the future development of enterprises, human resources make more and more managers begin to adopt KPI, a popular performance management method, and insurance companies are no exception.The insurance industry has a good development momentum in the future, and most insurance companies are facing more and more fierce market competition. Due to the improper assessment of employees, resulting in a large turnover of personnel, the lack of promotion mechanism leads to low enthusiasm of employees, which seriously hinders the future development of insurance companies. It is an urgent problem for insurance companies to strengthen the assessment and management of sales personnel and improve the quality of employees. This paper takes Kaifeng branch of R insurance company as the research object, starting from the plan and implementation of KPI, following certain principles, through the analysis of the assessment content, assessment index and weight distribution of the personnel in the vehicle business department, the problem survey is carried out in the form of questionnaire and face-to-face interview, and the design of the questionnaire and interview covers the assessment index and assessment content, etc In many aspects, through the statistical analysis of the survey results, it finds out that there are some problems in the implementation of the company's KPI, such as unreasonable indicator setting, unfair implementation process and lack of feedback mechanism for the assessment results. The main reasons for the above problems are mismatching with the company's strategic objectives, unclear division of responsibilities and not paying attention to the assessment results.Through the analysis of problems and causes, the paper puts forward some optimization suggestions, such as modifying the post responsibilities of employees, establishing an effective feedback IV system, strengthening the application of assessment results and forming a circular management process, etc., to re improve the KPI of the employees in the vehicle business department, and to formulate safeguard measures to ensure the smooth implementation of the optimized scheme, to provide promotion space for employees, and to promote the enthusiasm of employees One cycle assessment provides data support. It is hoped that the optimized KPI can effectively improve the performance management level of the company's auto insurance department, realize the personal value of employees, obtain more market share, improve the competitiveness of enterprises, achieve the company's strategic goal of sustainable development, and provide reference for the reform of human resource management system of other insurance companies. KEY WORDS: Performance appraisal,The insurance company,KPI V 目 录 摘要...................................................................................................................................I ABSTRACT..........................................................................................................................III 1 绪论................................................................................................................................1 1.1研究背景及意义..................................................................................................1 1.1.1研究背景...................................................................................................1 1.1.2研究意义...................................................................................................1 1.2 研究内容和方法.................................................................................................2 1.2.1研究内容...................................................................................................2 1.2.2 研究方法..................................................................................................3 2 绩效考核相关理论及关键绩效指标法........................................................................5 2.1 绩效考核相关理论.............................................................................................5 2.1.1 绩效定义研究..........................................................................................5 2.1.2 国外绩效考核研究..................................................................................6 2.1.3 国内绩效考核研究..................................................................................7 2.1.4 PDCA循环.................................................................................................8 2.1.5 激励理论................................................................................................10 2.2 关键绩效指标法...............................................................................................11 2.2.1 关键绩效指标的含义............................................................................11 2.2.2 建立关键绩效指标应遵循的原则........................................................12 2.2.3 关键绩效指标体系建立的流程............................................................12 2.2.4 关键绩效指标法的优点和缺点............................................................13 3 R保险公司开封分公司车商部KPI体系介绍...........................................................15 3.1 R保险公司开封分公司的基本情况简介.........................................................15 3.1.1 公司基本情况........................................................................................15 3.1.2 公司组织架构........................................................................................15 3.2 R保险公司开封分公司车商部人员KPI现状..................................................16 3.2.1 问卷调查的结果统计及分析................................................................16 3.2.2 访谈法内容统计及结果分析................................................................18 VI 3.2.3车商部人员KPI体系现状分析..............................................................20 4 R保险公司开封分公司车商部KPI应用问题及原因分析.......................................25 4.1 R保险公司开封分公司车商部KPI应用问题分析..........................................25 4.1.1 绩效指标缺乏合理性和科学性............................................................25 4.1.2 绩效实施过程存在不公平性................................................................26 4.1.3 考核缺乏有效的反馈机制....................................................................26 4.1.4 绩效结果运用形式化............................................................................27 4.2 R保险公司开封分公司车商部考核产生问题原因分析.................................28 4.2.1 考核指标设置与公司目标契合度不够............