本文選題：客戶經(jīng)理 + 績(jī)效考核　； 參考：《山西大學(xué)》2015年碩士論文

【摘要】：隨著市場(chǎng)經(jīng)濟(jì)的進(jìn)一步深化,銀行之間的競(jìng)爭(zhēng)將首先集中到對(duì)優(yōu)秀金融人才的爭(zhēng)奪。市場(chǎng)競(jìng)爭(zhēng)由物化資源的競(jìng)爭(zhēng)轉(zhuǎn)化為人力資源的競(jìng)爭(zhēng),而績(jī)效考核作為一個(gè)重要的組成部分在人力資源管理中起著關(guān)鍵的作用。本文以交通銀行客戶經(jīng)理的績(jī)效考核體系為研究對(duì)象,通過(guò)對(duì)現(xiàn)階段公司績(jī)效考核的現(xiàn)狀進(jìn)行分析,指出了其存在的問(wèn)題：考核內(nèi)容過(guò)于單一；考核方法缺乏針對(duì)性；考核結(jié)果與待遇未完全掛鉤。并找出了交通銀行客戶經(jīng)理績(jī)效考核存在問(wèn)題的原因：缺乏現(xiàn)代化經(jīng)營(yíng)理念；缺乏反饋面談；缺乏自我評(píng)價(jià)；缺乏績(jī)效文化。論文沿著發(fā)現(xiàn)問(wèn)題、分析問(wèn)題、解決問(wèn)題的思路,基于建立績(jī)效考核體系以提高組織績(jī)效、實(shí)現(xiàn)企業(yè)持續(xù)經(jīng)營(yíng)發(fā)展的需要,從建立績(jī)效考核體系的基本流程、績(jī)效考核計(jì)劃與指標(biāo)體系構(gòu)建、績(jī)效考核過(guò)程控制、績(jī)效考核與評(píng)價(jià)、績(jī)效反饋、績(jī)效結(jié)果與應(yīng)用等方面進(jìn)行了研究,設(shè)立了一套適合交通銀行客戶經(jīng)理的績(jī)效考核體系。并從績(jī)效文化、績(jī)效考核能力、客戶經(jīng)理培訓(xùn)體系等方面提出了績(jī)效考核體系順利實(shí)施的保障措施。本文是基于對(duì)交通銀行客戶經(jīng)理人員績(jī)效考核的研究,目的是為商業(yè)銀行在目前金融市場(chǎng)日漸呈現(xiàn)統(tǒng)一開(kāi)放,有序競(jìng)爭(zhēng)、對(duì)金融人才層次與結(jié)構(gòu)要求不斷上升的形勢(shì)下如何建設(shè)一流銀行提供較為重要的理論依據(jù)和實(shí)施方案。
[Abstract]:With the further deepening of market economy, the competition among banks will focus on the competition for outstanding financial talents. Market competition is transformed from the competition of materialized resources to the competition of human resources. As an important part, performance appraisal plays a key role in human resource management. This article takes the performance appraisal system of the customer manager of Bank of Communications as the research object, through the analysis of the present situation of the company performance appraisal, points out its existing problems: the examination content is too single, the appraisal method lacks pertinence; The results of examination and treatment are not completely linked. It also finds out the reasons for the problems in the performance appraisal of customer managers in Bank of Communications: lack of modern management concept, lack of feedback interview, lack of self-evaluation, lack of performance culture. Based on the idea of finding problems, analyzing problems and solving problems, based on the need of establishing performance appraisal system to improve organizational performance and realize the sustainable development of enterprises, the paper starts with the basic process of establishing performance appraisal system. Performance appraisal plan and index system construction, performance appraisal process control, performance appraisal and evaluation, performance feedback, performance results and application were studied, and a set of performance appraisal system suitable for customer manager of Bank of Communications was established. The paper also puts forward the measures to ensure the smooth implementation of the performance appraisal system from the aspects of performance culture, performance appraisal ability, customer manager training system and so on. This paper is based on the research on the performance evaluation of customer manager of Bank of Communications, aiming at the commercial banks in the current financial market increasingly presents a unified and open, orderly competition, It provides a more important theoretical basis and implementation scheme for the construction of first-class banks under the situation that the level and structure of financial talents are constantly rising.
【學(xué)位授予單位】：山西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F832.33

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本文編號(hào)：2092384