随着保险行业快速和规范化的发展，使得同业间激烈竞争的形成，这种竞争归 根结底是人才的竞争，只有加强人力资源管理工作，才能留住人才和发挥人才作用， 使企业立于不败之地。而绩效考核是企业人力资源管理的重要内容，合理利用好绩 效考核，可以激发员工工作积极性，使其为企业创造更大化的价值。 本文从绩效考核相关理论入手，以平衡计分卡理论为基础、以河北DS保险代理 公司绩效考核为研究对象，应用文献法、案例分析法以及定性和定量分析法对河北 DS保险代理公司绩效考核进行研究。将绩效考核分为公司、部门和员工这三级，建 立三级绩效考核指标体系，然后应用层次分析法计算出各指标权重，编制出三级平 衡计分卡，公司级数据以2019年度财报为准、部门和员工使用2019年12月份数据 为依据，对其进行综合评价。通过对DS保险代理公司绩效考核现状分析来发现绩效 考核存在的问题。提出了应用平衡计分卡优化绩效考核的必要性和可行性，然后构 建基于平衡计分卡的DS保险代理公司绩效考核优化方案。并对优化后的绩效方案进 行综合评价，结果表明平衡计分卡可以使公司、部门和员工之间形成相互促进的作 用。员工绩效良好与否关系到部门的整体绩效，而部门绩效又影响着公司绩效，也 就是员工、部门和公司这三者间是息息相关的，公司的发展离不开员工，员工价值 实现同样需要依靠公司这个平台。 河北DS保险代理公司实施平衡计分卡绩效考核，能够更好地明确各个部门、员 工实现战略目标的责任，并根据绩效评价结果来了解公司、部门以及员工一段时间 以来的业绩，并依据绩效表现对员工进行针对性辅导和培养。 关键词 绩效考核；优化设计；平衡计分卡；层次分析法；战略目标 II III Abstract With the rapid and standardized development of the insurance industry, intense competition has formed in the same industry. He who wins the competition of talents wins the competition. Only by administrating the human resources effectively can we retain the talents and make them play significant roles in order to make the enterprises in invincible positions . Performance appraisal is the core of human resources management and effective performance appraisal can not only stimulate the enthusiasm of the employees， but create greater value for the enterprises as well. Making good use of performance appraisal can stimulate the enthusiasm of employees and create greater value for enterprises. Based on the balanced scorecard theory and the performance appraisal of Hebei DS insurance agency company as the research object, this paper takes the performance appraisal of Hebei DS insurance agency company by using literature method, case analysis method, qualitative and quantitative analysis method.The performance appraisal is divided into three levels in the company, in the department and in the employee, and a three-level performance appraisal index system is established. Then, the weight of each index is calculated by using the analytic hierarchy process, and the three-level balanced scorecard is prepared. The company level data is based on the financial report of 2019, and the departments and employees use the December 2019 data as the basis for comprehensive evaluation. Through the analysis of the current situation of performance appraisal of DS insurance agency company, problems of performance appraisal are discovered. This paper puts forward the necessity and feasibility of applying the Balanced Scorecard to optimize the performance appraisal, and then constructs the performance appraisal optimization scheme of DS insurance agency company based on the balanced scorecard. The results show that the balanced scorecard can promote each other among the company, departments and employees. Whether the employee performance is good or not is related to the overall performance of the Department, and the department performance affects the company performance. That is, the staff, the Department and the company are closely related. The development of the company is inseparable from the employees, and the realization of the employee value also depends on the platform provided by the company. The implementation of Balanced Scorecard performance appraisal in Hebei DS IV insurance agency company can better clarify the responsibilities of each department and employee to achieve strategic objectives, and understand the performance of the company, departments and employees for a period of time according to the results of performance evaluation, which provides an important reference for enterprises to formulate the next strategy. Key words Performance appraisal; optimization design of performance appraisal; Balanced Scorecard; AHP; strategic objectives V 目 录 摘要错误！未定义书签。 Abstract·················错误！未定义书签。 第1章 绪 论·········错误！未定义书签。 1.1 论文研究论论及论义·········错误！未定义书签。 1.1.1 研究论论错误！未定义书签。 1.1.2 研究论义错误！未定义书签。 1.2 国内国研究现状综国·········错误！未定义书签。 1.2.1 国国研究现状············错误！未定义书签。 1.2.2 国内研究现状············错误！未定义书签。 1.2.3 研究国评错误！未定义书签。 1.3 研究方法······错误！未定义书签。 1.4 研究研研······错误！未定义书签。 第2章 绩效考核相关理论···········错误！未定义书签。 2.1 绩效考核的相关绩国·········错误！未定义书签。 2.1.1 绩效的含义···············错误！未定义书签。 2.1.2 绩效考核的含义·········错误！未定义书签。 2.1.3 绩效考核的作用·········错误！未定义书签。 2.2 绩效考核方法错误！未定义书签。 2.2.1 关键绩效指标法(KPI)··错误！未定义书签。 2.2.2 目标与关键成果法(OKR)················错误！未定义书签。 2.2.3 平衡计分卡法(BSC)····错误！未定义书签。 第3章 河北DS保险代理公司绩效考核现状分析·错误！未定义书签。 3.1 DS保险代理公司绩保········错误！未定义书签。 3.1.1 公司介绍错误！未定义书签。 3.1.2 组织结构错误！未定义书签。 3.2 DS保险代理公司绩效考核现状··············错误！未定义书签。 3.2.1 业务人员绩效考核现状错误！未定义书签。 3.2.2 非业务人员绩效考核现状···············错误！未定义书签。 3.3 DS保险代理公司现有绩效考核存在的问题·················错误！未定义书签。 3.3.1 现有绩效考核对象覆盖不够全面······错误！未定义书签。 3.3.2 绩效考核指标设计较为单一············错误！未定义书签。 VI 3.3.3 绩效考核指标权重分配不合理·········错误！未定义书签。 3.3.4 绩效考核评价方法不够科学············错误！未定义书签。 3.3.5 绩效考核体系不能满足战略目标需求错误！未定义书签。 3.4 选选平衡计分卡设计绩效方案的必要性和可行性·········错误！未定义书签。 3.4.1 必要性···错误！未定义书签。 3.4.2 可行性···错误！未定义书签。 3.5 小结············错误！未定义书签。 第4章 基于BSC的公司绩效考核方案优化设计··错误！未定义书签。 4.1 绩效考核设计绩绩············错误！未定义书签。 4.2 战略目标与地图···············错误！未定义书签。 4.2.1 明确战略目标············错误！未定义书签。 4.2.2 构建战略地图············错误！未定义书签。 4.3 公司级平衡计分卡绩效考核体系构建······错误！未定义书签。 4.3.1 公司级平衡计分卡绩效考核体系······错误！未定义书签。 4.3.2 公司级平衡计分卡编制错误！未定义书签。 4.4 部门级平衡计分卡绩效考核体系构建······错误！未定义书签。 4.4.1 部门级平衡计分卡绩效考核体系······错误！未定义书签。 4.4.2 部门级平衡计分卡编制错误！未定义书签。 4.5 员工级平衡计分卡绩效考核体系构建······错误！未定义书签。 4.5.1 员工级平衡计分卡绩效考核体系······错误！未定义书签。 4.5.2 员工级平衡计分卡编制错误！未定义书签。 4.6 综合评价······错误！未定义书签。 4.6.1 公司级绩效考核评价···错误！未定义书签。 4.6.2 部门级绩效考核评价···错误！未定义书签。 4.6.3 员工级绩效考核评价···错误！未定义书签。 4.6.4 优化后绩效考核与绩绩效考核比较···错误！未定义书签。 第5章 进一进提高绩效考核效能的对进建进·····错误！未定义书签。 5. 1 层层重层，落实各落体责任·················错误！未定义书签。 5.1.1 公司层领导要将考核上升到战略高度错误！未定义书签。 5.1.2 部门落管要严格执行考核制度·········错误！未定义书签。 5.1.3 员工要自觉选选考核所指引的行为···错误！未定义书签。 5.2 成立成门成构，健全绩效考核组织·········错误！未定义书签。 5.3 考核考期明确考化·····