發(fā)布時(shí)間：2018-10-25 17:54

【摘要】：績(jī)效考核是績(jī)效管理的核心,也是人力資源管理系統(tǒng)的一個(gè)重要組成部分,建立一個(gè)科學(xué)有效的績(jī)效考核方案關(guān)系到整個(gè)管理系統(tǒng)的有效運(yùn)轉(zhuǎn)。在經(jīng)濟(jì)全球化時(shí)代條件下,對(duì)國(guó)內(nèi)商業(yè)銀行來(lái)說(shuō),如何設(shè)計(jì)一套滿足現(xiàn)代商業(yè)銀行市場(chǎng)競(jìng)爭(zhēng)需要、推動(dòng)自身良性可持續(xù)發(fā)展的員工績(jī)效考核方案,是一個(gè)重大課題。而客戶經(jīng)理是銀行與客戶進(jìn)行溝通的橋梁,在銀行的市場(chǎng)拓展和日常經(jīng)營(yíng)中起到舉足輕重的作用,銀行對(duì)客戶經(jīng)理人員的績(jī)效考核、評(píng)價(jià)、激勵(lì)機(jī)制是否公平、有效將直接關(guān)系到全行經(jīng)營(yíng)成果的實(shí)現(xiàn)。鑒于此,本文從績(jī)效考核的理論和方法出發(fā),結(jié)合CT銀行的實(shí)際績(jī)效考核情況,全面探討了CT銀行客戶經(jīng)理績(jī)效考核方案的設(shè)計(jì)問(wèn)題,并提出優(yōu)化建議。 本文首先闡述了績(jī)效考核方法和工具以及商業(yè)銀行績(jī)效管理的研究現(xiàn)狀；然后,通過(guò)介紹現(xiàn)階段CT銀行客戶經(jīng)理制實(shí)施的基本情況,對(duì)客戶經(jīng)理績(jī)效考核指標(biāo)方案著重進(jìn)行了調(diào)查研究,分析了在績(jī)效考核內(nèi)容和方法方面存在的問(wèn)題。針對(duì)CT銀行客戶經(jīng)理績(jī)效考核中存在的問(wèn)題,作者對(duì)CT銀行績(jī)效考核方案進(jìn)行了優(yōu)化設(shè)計(jì),并結(jié)合CT銀行的實(shí)際情況討論了績(jī)效考核結(jié)果在管理實(shí)踐中的應(yīng)用。最后,從制度、技術(shù)和人員三個(gè)方面提出保障CT銀行客戶經(jīng)理績(jī)效考核方案實(shí)施的對(duì)策建議,從而保障績(jī)效考核的順利進(jìn)行。
[Abstract]:Performance appraisal is not only the core of performance management, but also an important part of human resource management system. The establishment of a scientific and effective performance appraisal scheme is related to the effective operation of the whole management system. In the era of economic globalization, it is an important task for domestic commercial banks to design a set of employee performance appraisal scheme to meet the market competition needs of modern commercial banks and to promote their own healthy and sustainable development. The account manager is the bridge between the bank and the customer, and plays an important role in the market expansion and daily operation of the bank. The performance appraisal, evaluation and incentive mechanism of the bank to the customer manager are fair or not. Effective will be directly related to the implementation of the Bank's business results. In view of this, based on the theory and method of performance appraisal, combined with the actual performance appraisal of CT bank, this paper discusses the design of customer manager performance appraisal scheme of CT bank, and puts forward some suggestions for optimization. This paper first describes the methods and tools of performance appraisal and the research status of performance management in commercial banks, and then introduces the basic situation of the implementation of customer manager system in CT bank at present. This paper focuses on the investigation and research on the performance appraisal index scheme of the customer manager, and analyzes the problems in the content and method of the performance appraisal. Aiming at the problems existing in the performance appraisal of the customer manager of CT Bank, the author optimizes the design of the performance appraisal scheme of the CT Bank, and discusses the application of the result of the performance Appraisal in the management practice combined with the actual situation of the CT Bank. Finally, from the system, technology and personnel three aspects to ensure the implementation of CT bank customer manager performance evaluation scheme, the implementation of countermeasures and suggestions to ensure the smooth implementation of performance appraisal.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F832.33

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本文編號(hào)：2294392