【摘要】：銀行之間的競(jìng)爭(zhēng),使國(guó)內(nèi)的商業(yè)銀行都在尋求運(yùn)用有效的績(jī)效考核管理手段來(lái)提升競(jìng)爭(zhēng)優(yōu)勢(shì)。本文通過(guò)描述華夏銀行沈陽(yáng)分行理財(cái)經(jīng)理崗位風(fēng)波案例為切入點(diǎn),通過(guò)對(duì)案例進(jìn)行分析,發(fā)現(xiàn)華夏銀行沈陽(yáng)分行對(duì)理財(cái)經(jīng)理管理存在問(wèn)題,特別是績(jī)效考核管理缺失,即現(xiàn)有的所謂的考核方式,模式不清晰、指標(biāo)不合理、主體不明確,以此折射出我國(guó)一部分商業(yè)銀行的考核方法仍然按指標(biāo)定任務(wù),也就是只把機(jī)關(guān)相關(guān)專(zhuān)業(yè)部門(mén)或經(jīng)營(yíng)機(jī)構(gòu)(支行)的業(yè)務(wù)指標(biāo)完成情況、被考核崗位員工的職責(zé)履行情況作為考核內(nèi)容,沒(méi)有將影響銀行整體競(jìng)爭(zhēng)力的因素引入績(jī)效考核體系當(dāng)中,沒(méi)有對(duì)銀行發(fā)展趨勢(shì)的評(píng)價(jià)。這些不足均會(huì)成為阻礙被考核員工提升自身能力和確保分行發(fā)展的瓶頸。 結(jié)合華夏銀行沈陽(yáng)分行的發(fā)展目標(biāo),作者對(duì)理財(cái)經(jīng)理崗位的績(jī)效考核方案進(jìn)行設(shè)計(jì)。方案的設(shè)計(jì)主要遵循戰(zhàn)略目標(biāo)原則、注重考核結(jié)果原則、可行性原則、持續(xù)改進(jìn)原則、均衡原則、業(yè)績(jī)激勵(lì)原則和SMART原則,從華夏銀行個(gè)人業(yè)務(wù)的內(nèi)在特點(diǎn)和沈陽(yáng)分行個(gè)人理財(cái)經(jīng)理團(tuán)隊(duì)的激勵(lì)需要出發(fā),充分借鑒國(guó)際國(guó)內(nèi)先進(jìn)銀行個(gè)人業(yè)務(wù)考核管理的最佳實(shí)踐,采用條線主導(dǎo)型績(jī)效管理模式,參照平衡計(jì)分卡(BSC)的思想,通過(guò)建立關(guān)鍵績(jī)效指標(biāo)(KPI)體系,使定量業(yè)績(jī)積分考核和定性考核相結(jié)合,輔以360度反饋評(píng)價(jià),對(duì)理財(cái)經(jīng)理進(jìn)行績(jī)效考核,并通過(guò)實(shí)施績(jī)效反饋,運(yùn)用績(jī)效結(jié)果,有效提升對(duì)理財(cái)經(jīng)理崗位人員的績(jī)效管理實(shí)效。 通過(guò)對(duì)理財(cái)經(jīng)理風(fēng)波案例進(jìn)行描述和分析,設(shè)計(jì)考核方案,不僅使華夏銀行沈陽(yáng)分行更加重視對(duì)理財(cái)經(jīng)理崗位人員的績(jī)效管理,而且開(kāi)始將對(duì)各個(gè)崗位的績(jī)效考核方式及改進(jìn)作為課題在實(shí)踐工作中推行。同時(shí),我們認(rèn)識(shí)到,績(jī)效考核體系的建立應(yīng)當(dāng)基于清晰的企業(yè)戰(zhàn)略,是自上而下完成實(shí)施,廣兼顧利益、過(guò)程和結(jié)果。只有建立完善的績(jī)效管理體系,才能使人力資源按照企業(yè)的要求發(fā)揮最大的潛力,使企業(yè)在激烈的市場(chǎng)競(jìng)爭(zhēng)中立于不敗之地。
[Abstract]:Because of the competition between banks, domestic commercial banks are seeking to use effective performance appraisal management to enhance their competitive advantage. By describing the case of financial management manager in Shenyang Branch of Huaxia Bank as a starting point, this paper analyzes the case and finds that there are problems in the management of financial manager in Shenyang Branch of Huaxia Bank, especially the lack of performance appraisal management. That is, the existing so-called assessment methods, with unclear models, unreasonable indicators and unclear subjects, reflect that some of the assessment methods of commercial banks in our country still set tasks according to the indicators. That is to say, only the completion of the business indicators of the relevant professional departments of the organs or of the operating institutions (branches) is considered as the assessment content, and the performance of the duties and responsibilities of the staff members are assessed as the contents of the assessment. The factors affecting the overall competitiveness of banks are not introduced into the performance appraisal system, and there is no evaluation of the development trend of banks. These deficiencies will be a bottleneck to improve their ability and ensure the development of branches. Combined with the development goal of Huaxia Bank Shenyang Branch, the author designs the performance appraisal scheme of wealth management manager. The design of the scheme mainly follows the principle of strategic goal, pays attention to the principle of examination result, the principle of feasibility, the principle of continuous improvement, the principle of balance, the principle of performance incentive and the principle of SMART. Based on the internal characteristics of Huaxia Bank's personal business and the incentive needs of Shenyang Branch's personal Finance Manager team, the best practice of personal business assessment and management of international and domestic advanced banks is fully used for reference, and the performance management mode of line leading type is adopted. According to the idea of balanced Scorecard (BSC), by establishing the (KPI) system of key performance indicators, the paper combines quantitative performance integral assessment with qualitative evaluation, and then evaluates the performance of financial managers with 360-degree feedback. And through the implementation of performance feedback, the use of performance results, effectively improve the performance management effectiveness of wealth management managers. Through describing and analyzing the case of financial management manager, designing the appraisal scheme, not only make the Shenyang branch of Huaxia Bank pay more attention to the performance management of the financial manager post personnel, And began to the performance evaluation of the various posts and improvement as a subject in practice. At the same time, we realize that the establishment of performance appraisal system should be based on a clear enterprise strategy. Only by establishing a perfect performance management system can human resources exert their maximum potential in accordance with the requirements of the enterprise and make the enterprise in an invincible position in the fierce market competition.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F272.92;F832.33

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