本文選題：銀行 + 績效考核體系　； 參考：《山東理工大學(xué)》2017年碩士論文

【摘要】：目前,中國經(jīng)濟(jì)進(jìn)入發(fā)展的轉(zhuǎn)型期,對于金融行業(yè)來說,也面臨著各種新的機(jī)會和挑戰(zhàn)。傳統(tǒng)的搶占資本模式、大額貸款投放模式、高運(yùn)營成本的三種經(jīng)營模式已經(jīng)不能滿足目前商業(yè)銀行的發(fā)展要求。因此,各大商業(yè)銀行只有緊跟國家宏觀經(jīng)濟(jì)政策,不斷改進(jìn)和完善發(fā)展思路,提升營銷能力,降低成本,才能在整個金融市場的競爭中生存下來。NXH銀行作為一家正在準(zhǔn)備上市的本地商業(yè)銀行,相對成立之初發(fā)展成果顯著,特別是在業(yè)務(wù)收益、各層次的人才培養(yǎng)、信息化的建設(shè)和硬、軟件研發(fā)投入等方面得到了廣泛認(rèn)可。但隨著國家供給側(cè)改革、去產(chǎn)能化發(fā)展,當(dāng)?shù)仄髽I(yè)生產(chǎn)力已經(jīng)不及以前,甚至出現(xiàn)破產(chǎn)的情況,在大客戶出現(xiàn)缺失、減少的情況下,客戶經(jīng)理業(yè)績有所下滑。本文通過對當(dāng)前金融內(nèi)外環(huán)境及NXH商業(yè)銀行的內(nèi)部績效考核體系的分析,并根據(jù)NXH銀行在本地的發(fā)展情況,在借鑒其他銀行績效考核體系和相關(guān)統(tǒng)計(jì)學(xué)理論的基礎(chǔ)上,對NXH銀行績效考核體系的指標(biāo)、運(yùn)作流程、資金兌現(xiàn)、結(jié)果的應(yīng)用等方面進(jìn)行綜合分析,分析其中的不足和存在的問題,并根據(jù)以上不足與問題,結(jié)合實(shí)際情況和市場大環(huán)境,運(yùn)用KPI(關(guān)鍵績效指標(biāo))法、調(diào)查問卷、等級序列等方法,對NXH銀行客戶經(jīng)理績效考核體系進(jìn)行重新細(xì)化和權(quán)重的量化,從而形成更加科學(xué)的指標(biāo)權(quán)重體系。同時,針對發(fā)現(xiàn)的問題提出了相應(yīng)的改進(jìn)措施。通過優(yōu)化,提高客戶經(jīng)理的工作積極性,盡可能設(shè)計(jì)客觀、公平的績效考核體系,確保優(yōu)質(zhì)客戶經(jīng)理資源不外流。
[Abstract]:At present, China's economy has entered the transition period of development, for the financial industry, it also faces a variety of new opportunities and challenges. The traditional capital preemption mode, the large loan mode and the high operating cost mode can not meet the development requirements of commercial banks. Therefore, all major commercial banks can only keep up with the national macroeconomic policies, constantly improve and improve their development ideas, enhance their marketing capabilities, and reduce their costs. In order to survive the competition in the entire financial market. NXH Bank, as a local commercial bank that is preparing to list on the stock market, has achieved remarkable results in the relatively early days of its establishment, especially in terms of business returns and personnel training at all levels. Information construction and hardware, software R & D investment and other aspects have been widely recognized. However, with the development of supply-side reform and deproductivity, the productivity of local enterprises has not been as good as before, and even the situation of bankruptcy has occurred. In the absence and reduction of large customers, the performance of account managers has declined. Based on the analysis of the current financial environment and the internal performance appraisal system of NXH commercial banks, and according to the local development of NXH Bank, based on the reference of other banks' performance appraisal system and related statistical theory, this paper analyzes the internal and external financial environment and the internal performance appraisal system of NXH commercial banks. This paper makes a comprehensive analysis of the indicators, operation flow, cash delivery, application of the results of the performance appraisal system of NXH Bank, analyzes the shortcomings and existing problems, and according to the above deficiencies and problems, combined with the actual situation and the market environment, By using the method of KPI (key performance indicators), questionnaire and rank sequence, the paper reclassifies and quantifies the performance appraisal system of customer manager in NXH bank, and forms a more scientific index weight system. At the same time, the corresponding improvement measures are put forward for the problems found. Through optimization, improve the enthusiasm of the customer manager, design objective and fair performance appraisal system as far as possible to ensure that the high-quality customer manager resources do not flow out.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F832.33

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