本文關(guān)鍵詞： 績(jī)效考核 銀行 客戶(hù)經(jīng)理　出處：《西北大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：客戶(hù)經(jīng)理是商業(yè)銀行人力資源中的主要資源之一,是被列為信息科技管理人才之后的第二大資源,客戶(hù)經(jīng)理在有效識(shí)別、監(jiān)測(cè)信用風(fēng)險(xiǎn),保證銀行信貸資產(chǎn)安全方面發(fā)揮著重要的作用,成為商業(yè)銀行經(jīng)營(yíng)風(fēng)險(xiǎn)的第一道防線。石嘴山銀行地處西北偏遠(yuǎn)地區(qū),是西部欠發(fā)達(dá)地區(qū)的一家小的金融機(jī)構(gòu),秉承著“深耕地方做精做細(xì)、跨區(qū)域發(fā)展做特做優(yōu)”的經(jīng)營(yíng)理念,成為地方中小企業(yè)成長(zhǎng)的好伙伴。但隨著寧夏區(qū)域內(nèi)金融機(jī)構(gòu)的不斷入駐的外在環(huán)境和石嘴山銀行不斷創(chuàng)新和跨區(qū)域發(fā)展的內(nèi)在要求,客戶(hù)經(jīng)理的管理模式以及薪酬績(jī)效考核必須要根據(jù)實(shí)際情況進(jìn)行不斷的改進(jìn),原有的模式已經(jīng)無(wú)法滿(mǎn)足金融競(jìng)爭(zhēng)和銀行內(nèi)部的經(jīng)營(yíng)發(fā)展需要,與現(xiàn)代人力資源管理需求有一定的差距,如果不能夠有效客觀的反映客戶(hù)經(jīng)理的工作業(yè)績(jī),提升客戶(hù)經(jīng)理的市場(chǎng)競(jìng)爭(zhēng)力,客戶(hù)經(jīng)理隊(duì)伍就會(huì)流失,銀行經(jīng)營(yíng)發(fā)展規(guī)劃也將無(wú)法有效實(shí)現(xiàn)。 本文從客戶(hù)經(jīng)理的產(chǎn)生出發(fā),重點(diǎn)分析了客戶(hù)經(jīng)理實(shí)行的重要意義,分析了客戶(hù)經(jīng)理開(kāi)展業(yè)績(jī)考核和績(jī)效評(píng)估的目的以及原則,闡述有效科學(xué)的客戶(hù)經(jīng)理績(jī)效薪酬考核評(píng)估能夠提高銀行工作效率和風(fēng)險(xiǎn)防范能力。系統(tǒng)客觀的論述了客戶(hù)經(jīng)理績(jī)效考核和評(píng)估的內(nèi)容以及操作程序。通過(guò)分析石嘴山銀行客戶(hù)經(jīng)理績(jī)效考核和評(píng)估體系,提出了石嘴山銀行客戶(hù)經(jīng)理業(yè)績(jī)考核體系中存在著“公司戰(zhàn)略發(fā)展缺乏客戶(hù)經(jīng)理長(zhǎng)遠(yuǎn)的職業(yè)生涯規(guī)劃”、“考核評(píng)估的項(xiàng)目過(guò)于單一和片面”等深層次原因。提出了運(yùn)用經(jīng)濟(jì)資本考核法、目標(biāo)管理法以及全緯度反饋法對(duì)原有的客戶(hù)經(jīng)理的績(jī)效考核和評(píng)估進(jìn)行全面設(shè)計(jì),建立和完善一套相對(duì)完整、科學(xué)的,具有操作性的績(jī)效考核體系。本文從績(jī)效考核組織機(jī)構(gòu)的建設(shè)、考核實(shí)施程序的制定、考核結(jié)果反饋、考核體系的應(yīng)用等方面進(jìn)行了完善。提出了石嘴山銀行績(jī)效考核堅(jiān)持了客觀公平原則、實(shí)用性原則、以及溝通反饋原則。在績(jī)效考核中,考慮了定量考核和定性考核�？己藘�(nèi)容主要有業(yè)績(jī)、綜合能力素質(zhì)和工作態(tài)度。。 由于本人研究能力的欠缺和不足,本論文的尚有諸多研究未涉及,如如何將績(jī)效考核結(jié)果與客戶(hù)經(jīng)理的升職晉級(jí)掛鉤,同時(shí)研究工作只局限于本行,能夠在同類(lèi)機(jī)構(gòu)中推廣缺少深入研究。在此,希望通過(guò)本論文的研究,為本行其他崗位的績(jī)效薪酬研究起到借鑒作用,同時(shí)也希望通過(guò)客戶(hù)經(jīng)理績(jī)效薪酬考核體系的設(shè)立,對(duì)本行人力資源健康發(fā)展起到一定的促進(jìn)作用。
[Abstract]:Account manager is one of the main resources in the human resources of commercial banks. It is the second largest resource after being listed as information technology management personnel. The account manager is effectively identifying and monitoring credit risk. It plays an important role in ensuring the security of bank credit assets and becomes the first line of defense for commercial banks. Shizuishan Bank is located in the remote area of Northwest China and is a small financial institution in the underdeveloped areas of the west. Adhering to the "deep farming areas to do fine, cross-regional development to do special excellence" business philosophy. Become a good partner for the growth of local small and medium-sized enterprises. But with the continuous entry of financial institutions in Ningxia region and the external environment of Shizuishan Bank innovation and cross-regional development of the inherent requirements. The management mode of customer manager and the performance appraisal of salary must be improved continuously according to the actual situation. The original model can not meet the needs of financial competition and the development of bank internal management. There is a certain gap with the needs of modern human resource management, if the customer manager can not effectively reflect the work performance of the manager, improve the market competitiveness of the customer manager, the team of account managers will be lost. The bank management development plan will also be unable to realize effectively. Starting from the emergence of the customer manager, this paper focuses on the significance of the implementation of the account manager, and analyzes the purpose and principles of the performance appraisal and performance evaluation of the customer manager. This paper expounds that the effective and scientific evaluation of customer manager's performance compensation can improve the efficiency of bank work and the ability of risk prevention. The content and operation procedure of customer manager's performance appraisal and evaluation are discussed systematically and objectively. Shizuishan bank customer manager performance appraisal and evaluation system. It is pointed out that there is a "lack of long-term career planning for customer managers in the strategic development of the company" in the performance appraisal system of customer managers in Shizuishan Bank. This paper puts forward the application of the economic capital assessment method for the reasons of too single and one-sided items in the assessment and evaluation. Objective management method and full latitude feedback method for the original customer manager performance appraisal and evaluation of the overall design, to establish and improve a relatively complete, scientific. This article from the performance appraisal organization construction, the appraisal implementation procedure formulation, the appraisal result feedback. The performance appraisal system of Shizuishan bank adhere to the principle of objectivity and fairness, the principle of practicability, as well as the principle of communication and feedback. Quantitative assessment and qualitative assessment are considered. The main contents of the assessment are performance, comprehensive ability and working attitude. Due to the lack and deficiency of my research ability, there are still many researches in this paper, such as how to link the results of performance appraisal with the promotion and promotion of the customer manager, and the research work is limited to the bank. Can promote the lack of in-depth research in the same kind of institutions. Here, I hope that through the study of this paper, for the bank of other posts of performance pay research play a reference role. At the same time, it also hopes to promote the healthy development of the bank's human resources through the establishment of the customer manager performance compensation appraisal system.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F832.33

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 胡秀;;淺析績(jī)效考核[J];現(xiàn)代商業(yè);2009年29期

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本文編號(hào)：1464979