本文選題：柜員 + 績(jī)效考核�。� 參考：《西安理工大學(xué)》2017年碩士論文

【摘要】：隨著金融業(yè)的快速發(fā)展,商業(yè)銀行之間的競(jìng)爭(zhēng)也越來(lái)越激烈。銀行前臺(tái)柜員是銀行里的重要員工,承擔(dān)了銀行里的大量工作。如何進(jìn)行績(jī)效考核調(diào)動(dòng)這些員工的工作積極性,是銀行面臨的重要問題。論文針對(duì)A銀行鄭州分行在前臺(tái)柜員績(jī)效考核方面存在的問題開展研究工作。首先是提出問題,該部分的研究目的就是明確A銀行鄭州分行前臺(tái)柜員的績(jī)效考核現(xiàn)狀及存在的問題。為此,本文通過問卷調(diào)查和個(gè)人訪談來(lái)收集數(shù)據(jù)。調(diào)查結(jié)果表明,目前A銀行鄭州分行采用的考核法不適合柜員的績(jī)效考核。績(jī)效考核的方案研究設(shè)計(jì)是論文的重點(diǎn),在明確采用平衡計(jì)分卡作為柜員績(jī)效考核方法后,分別從封閉式柜員和開放式柜員兩個(gè)方面提出了柜員的改進(jìn)績(jī)效考核方案,從財(cái)務(wù)管理、客戶服務(wù)、工作流程和培訓(xùn)成長(zhǎng)等四個(gè)一級(jí)指標(biāo)為基礎(chǔ),設(shè)定了若干二級(jí)指標(biāo),并設(shè)定各二級(jí)指標(biāo)的權(quán)重,為了使新的改進(jìn)方案得以順利實(shí)施,本文提出了 A銀行鄭州分行前臺(tái)柜員績(jī)效考核改進(jìn)實(shí)施方案結(jié)果的應(yīng)用和保障措施。績(jī)效考核結(jié)果應(yīng)用包括:薪酬調(diào)整的應(yīng)用、職位晉升與崗位調(diào)換的應(yīng)用、培訓(xùn)的應(yīng)用、職業(yè)發(fā)展規(guī)劃的應(yīng)用。保障措施本文從強(qiáng)化資源保障、建立薪酬激勵(lì)、加強(qiáng)員工溝通,優(yōu)化績(jī)效考核管理等方面提出了對(duì)應(yīng)的保障措施。
[Abstract]:With the rapid development of financial industry, the competition between commercial banks is becoming more and more fierce. Bank receptionist is an important employee in the bank, taking on a lot of work in the bank. How to carry on the performance appraisal to mobilize these staff's work enthusiasm, is the important question which the bank faces. This paper focuses on the problems existing in the performance appraisal of front desk teller in Zhengzhou Branch of Bank A. The purpose of this part is to make clear the present situation and problems of the performance appraisal of front desk teller in Zhengzhou Branch of A Bank. Therefore, this paper collects data through questionnaires and personal interviews. The results show that the appraisal method adopted by Zhengzhou Branch of Bank A is not suitable for the performance appraisal of teller. The research and design of performance appraisal scheme is the focus of the paper. After adopting balanced Scorecard as the performance appraisal method of teller, the paper puts forward the improved performance appraisal scheme of teller from two aspects: closed teller and open teller. Based on the four first-level indicators of financial management, customer service, workflow and training growth, a number of secondary indicators have been set and their weights have been set, in order to ensure the smooth implementation of the new improvement programme. This paper puts forward the application and safeguard measures of the result of improving the performance appraisal of front desk teller in Zhengzhou Branch of Bank A. The application of performance appraisal results includes the application of salary adjustment, the application of position promotion and post exchange, the application of training, and the application of career development planning. This paper puts forward the corresponding safeguard measures from the aspects of strengthening the resource guarantee, establishing the salary incentive, strengthening the staff communication, optimizing the performance appraisal management and so on.
【學(xué)位授予單位】：西安理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.33

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本文編號(hào)：1980820