【摘要】：近年來，特別是入世以來，我國(guó)銀行業(yè)的經(jīng)營(yíng)發(fā)展逐漸與國(guó)際接軌，走出去步伐加快，在國(guó)際金融市場(chǎng)上的綜合競(jìng)爭(zhēng)力顯著增強(qiáng)。在肯定進(jìn)步的同時(shí)，不可忽視的壓力和競(jìng)爭(zhēng)伴隨而來，特別是外資銀行準(zhǔn)入門檻降低，其對(duì)國(guó)內(nèi)市場(chǎng)競(jìng)爭(zhēng)格局的影響不可小覷。此外，國(guó)內(nèi)銀行面臨轉(zhuǎn)變發(fā)展方式、探索可持續(xù)發(fā)展之路的壓力和困惑。如何提升運(yùn)營(yíng)效率、更好地提升綜合競(jìng)爭(zhēng)力是國(guó)內(nèi)銀行的共同課題。在銀行內(nèi)部，柜員是其基本的細(xì)胞單元，在其人員構(gòu)成中占比超過70%。柜員在銀行與客戶接觸的橋梁，代表著銀行的形象和實(shí)力，其表現(xiàn)關(guān)系著銀行的長(zhǎng)遠(yuǎn)發(fā)展。目前，銀行柜員的待遇已經(jīng)普遍提高，但仍存在人員流動(dòng)性強(qiáng)、工作積極性難以調(diào)動(dòng)的問題。國(guó)內(nèi)外專家研究發(fā)現(xiàn)，上述問題產(chǎn)生根源之一就是銀行對(duì)員工績(jī)效評(píng)價(jià)工作重視程度不夠，柜員的工作熱情沒有得到有效地調(diào)動(dòng)。所以，完善銀行柜員的績(jī)效評(píng)價(jià)體系，發(fā)揮柜員的價(jià)值，同時(shí)強(qiáng)化監(jiān)督約束，最終實(shí)現(xiàn)銀行經(jīng)營(yíng)發(fā)展戰(zhàn)略目標(biāo)，，是本文的出發(fā)點(diǎn)和落腳點(diǎn)。 鑒于目前商業(yè)銀行柜面人員的績(jī)效評(píng)價(jià)尚處于探索和嘗試階段，本文以CB銀行LC支行為典型，在深入研究領(lǐng)會(huì)平衡計(jì)分卡法、目標(biāo)管理法、360度績(jī)效評(píng)價(jià)法、KPI指標(biāo)法的基礎(chǔ)上，結(jié)合CB銀行LC支行現(xiàn)狀，全方位地分析LC支行績(jī)效評(píng)價(jià)現(xiàn)狀，并從評(píng)價(jià)指標(biāo)主觀性太強(qiáng)、激勵(lì)約束機(jī)制設(shè)置不合理、評(píng)價(jià)指標(biāo)與工作成績(jī)關(guān)聯(lián)度不高等方面，揭示了其在績(jī)效評(píng)價(jià)方面問題的根源。針對(duì)上述問題，本文分別從評(píng)價(jià)過程流于形式、缺乏及時(shí)有效的工作分析和崗位職責(zé)、評(píng)價(jià)過程中控制與溝通存在不足、戰(zhàn)略導(dǎo)向不明確、管理信息化水平不適應(yīng)績(jī)效評(píng)價(jià)工作需要等方面進(jìn)行了原因剖析。在此基礎(chǔ)上，本文闡述了重新設(shè)計(jì)員工績(jī)效評(píng)價(jià)方案的可行性和必要性，并提出了員工績(jī)效評(píng)價(jià)方案在設(shè)計(jì)過程中，應(yīng)堅(jiān)持激勵(lì)有效、約束有力、適度傾斜、兼顧效率公平四個(gè)總體原則。為增加分析的實(shí)用性，本文根據(jù)目前銀行的崗位設(shè)置，區(qū)分開放式柜面人員和封閉式柜面人員兩類進(jìn)行績(jī)效評(píng)價(jià)設(shè)計(jì)。本文進(jìn)而分別針對(duì)不同的柜員，設(shè)計(jì)了核心指標(biāo)體系和其他指標(biāo)體系。核心指標(biāo)體系突出銀行對(duì)柜員創(chuàng)利和增效方面的要求，以銷售量、業(yè)務(wù)量、客戶維護(hù)等關(guān)鍵指標(biāo)為主體；其他指標(biāo)體系體現(xiàn)了銀行對(duì)柜員服務(wù)質(zhì)量、風(fēng)險(xiǎn)控制等方面的要求。在研究過程中，本文充分考慮了評(píng)價(jià)指標(biāo)的權(quán)重、計(jì)算方法、數(shù)據(jù)來源等方面的問題，最終設(shè)計(jì)出了較為完善的績(jī)效評(píng)價(jià)方案體系。為了便于理解和操作，本文進(jìn)行了舉例說明，并提出了該方案實(shí)施過程中的注意事項(xiàng)。本文強(qiáng)調(diào)了理論與實(shí)踐相結(jié)合的設(shè)計(jì)理念，一方面，積極推動(dòng)柜員績(jī)效評(píng)價(jià)體系在CB銀行系統(tǒng)內(nèi)的廣泛應(yīng)用；另一方面，為建立國(guó)內(nèi)商業(yè)銀行柜員績(jī)效評(píng)價(jià)范本貢獻(xiàn)一份力量。
[Abstract]:In recent years, especially since China's entry into WTO, the management and development of China's banking industry are gradually in line with international standards, the pace of going out has been accelerated, and the comprehensive competitiveness in the international financial market has been significantly strengthened. At the same time, the pressure and competition must not be ignored, especially the lower entry threshold of foreign banks, which can not be underestimated on the domestic market competition pattern. In addition, domestic banks are faced with the pressure and confusion of changing the way of development and exploring the road of sustainable development. How to improve the operational efficiency and enhance the comprehensive competitiveness is a common topic for domestic banks. Inside the bank, tellers are its basic cell unit, accounting for more than 70 percent of its workforce. The bridge between tellers and customers represents the image and strength of the bank, and its performance is related to the long-term development of the bank. At present, the treatment of bank teller has been generally improved, but there is still the problem of strong mobility and hard to mobilize the enthusiasm of work. Experts at home and abroad found that one of the root causes of these problems is that banks do not pay enough attention to employee performance evaluation and the enthusiasm of tellers has not been effectively mobilized. Therefore, perfecting the performance evaluation system of bank teller, giving play to the value of teller, strengthening supervision and restriction, and finally realizing the strategic goal of bank management and development are the starting point and foothold of this paper. In view of the fact that the performance evaluation of bank teller is still in the stage of exploration and trial, this paper takes LC Branch of CB Bank as a typical example, on the basis of deeply studying and understanding the balanced Scorecard method, the objective Management method and the 360-degree performance Evaluation method and KPI Index method. Combined with the current situation of LC Branch of CB Bank, the paper analyzes the present situation of performance evaluation of LC Branch in all directions, and analyzes the evaluation index from the following aspects: the subjectivity of evaluation index is too strong, the setting of incentive and restraint mechanism is unreasonable, the correlation degree between evaluation index and work achievement is not high, etc. It reveals the root of the problem in performance evaluation. In view of the above problems, this paper respectively from the evaluation process is a mere formality, lack of timely and effective job analysis and job responsibilities, lack of control and communication in the evaluation process, strategic direction is not clear, This paper analyzes the reasons why the level of management information can not meet the needs of performance evaluation. On this basis, this paper expounds the feasibility and necessity of redesigning employee performance evaluation scheme, and points out that in the design process of employee performance evaluation scheme, we should insist on effective motivation, strong restraint and moderate inclination. Take into account the four general principles of efficiency and fairness. In order to increase the practicability of the analysis, this paper distinguishes the open counter personnel from the closed cabinet person according to the present bank post setting, carries on the performance appraisal design. Then, this paper designs the core index system and other index system for different tellers. The core index system highlights the bank's requirements for teller profit creation and efficiency, with sales volume, business volume, customer maintenance and other key indicators as the main body; other indicators system reflects the bank's requirements for teller service quality, risk control and so on. In the process of research, this paper fully considered the weight of evaluation index, calculation method, data source and so on, and finally designed a more perfect performance evaluation scheme system. In order to be easy to understand and operate, this paper gives some examples and points for attention in the implementation of the scheme. This paper emphasizes the design idea of combining theory with practice. On the one hand, it actively promotes the wide application of teller performance evaluation system in CB banking system; on the other hand, it contributes to the establishment of domestic commercial bank teller performance evaluation model.
【學(xué)位授予單位】：中國(guó)海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.92;F832.2

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