本文選題：銀行 + 客戶經(jīng)理��； 參考：《吉林大學》2014年碩士論文

【摘要】：績效考核是現(xiàn)代人力資源管理的核心，對企業(yè)員工工作積極性與主動性具有決定性的作用，對企業(yè)競爭優(yōu)勢的形成有著更為深遠的戰(zhàn)略意義。在當前商業(yè)銀行迅速擴張營業(yè)機構(gòu)與業(yè)務規(guī)模的形勢下，現(xiàn)有的人力資源管理模式明顯不適應這種以擴大網(wǎng)點規(guī)模為手段，尋求利潤增長的經(jīng)營戰(zhàn)略。其中能否針對快速擴充進營銷團隊中的客戶經(jīng)理，制定合理的績效考核方案，成為了影響商業(yè)銀行盈利能力的關(guān)鍵因素之一。由此，商業(yè)銀行對于全員的績效考核方案，特別是針對一線人員中對公客戶經(jīng)理考核方案的重要性就顯得尤為突出，只有使用一個合理高效、有針對性的績效考核方案，才能提高銀行資源使用率，提升商業(yè)銀行業(yè)績水平。 本文以中信銀行長春分行的對公客戶經(jīng)理考核方案為研究對象，通過對客戶經(jīng)理任職的崗位職責要求與現(xiàn)行考核方案具體考核內(nèi)容的分析，發(fā)現(xiàn)當前考核方案在考核指標和考核方法設置的科學性、客戶經(jīng)理績效考核計劃的執(zhí)行、客戶經(jīng)理績效考核方案宣傳培訓、績效激勵機制建立等方面存在問題，并對形成上述問題的歷史原因與內(nèi)在原因逐一分析闡述。 根據(jù)對上述問題的分析與現(xiàn)實改進的需要，結(jié)合管理層制定的經(jīng)營戰(zhàn)略，以及科學優(yōu)化考核方案的原則，對考核方案進行優(yōu)化設計。依照平衡計分卡與關(guān)鍵指標法的設計原理，分別對銀行內(nèi)部具有獨立客戶資源與缺少客戶資源的兩類客戶經(jīng)理設置不同的考核內(nèi)容，其中對具有獨立客戶資源的客戶經(jīng)理，按照當前績效水平分為初級、中級、高級三檔，并分別設計各自的考核指標體系并賦予指標不同權(quán)重，最后將兩大類客戶經(jīng)理合并統(tǒng)一考核，，實現(xiàn)對全部對公客戶經(jīng)理公平合理的考核。在考核改進方案確定后，又對客戶經(jīng)理的晉升規(guī)則與績效獎金的設置進行明確，將績效考核結(jié)果與職級晉升、工資薪金捆綁在一起，以保障后續(xù)績效考核實施的可操作性。 在績效考核方案實施保障的環(huán)節(jié)中，首先建立銀行內(nèi)考核組織，由分行內(nèi)主要行領導擔任考核領導小組負責人，督導考核工作小組執(zhí)行具體考核工作。在實施考核工作中，又分為績效實施、績效考核、績效反饋、結(jié)果應用等四個過程，以確�？冃Э己朔桨傅捻樌麍�(zhí)行。 商業(yè)銀行績效考核方案的設計，需要與管理層的戰(zhàn)略意圖相一致，才能充分促進各項業(yè)務的健康發(fā)展，有了一個適合企業(yè)發(fā)展的績效考核方案，就能激勵商業(yè)銀行內(nèi)部員工的工作積極性。對現(xiàn)有績效考核方案進行優(yōu)化，將保障商業(yè)銀行的健康運營與全面發(fā)展，提高其長期核心競爭力。
[Abstract]:Performance appraisal is the core of modern human resource management, which plays a decisive role in the work enthusiasm and initiative of the employees, and has more far-reaching strategic significance for the formation of the competitive advantage of the enterprise. In the current situation of commercial banks rapidly expanding business organizations and business scale, the existing human resource management model obviously does not adapt to this kind of business strategy of seeking profit growth by expanding the scale of network. One of the key factors affecting the profitability of commercial banks is whether a reasonable performance appraisal scheme can be formulated for account managers who are rapidly expanding into marketing teams. As a result, the importance of the performance appraisal scheme of the commercial bank to the whole staff, especially to the public account manager among the front-line personnel, is particularly prominent. Only a reasonable, efficient and targeted performance appraisal scheme is used. In order to improve the utilization rate of bank resources, improve the performance of commercial banks. This paper takes the appraisal scheme of the public account manager of Changchun branch of CITIC Bank as the research object, through the analysis of the duty requirement of the account manager and the concrete examination content of the current appraisal plan. It is found that there are some problems in the current appraisal scheme, such as the scientific evaluation index and evaluation method, the execution of the performance appraisal plan of the customer manager, the propaganda and training of the performance appraisal plan of the customer manager, the establishment of the performance incentive mechanism, and so on. And the historical causes and internal causes of the above-mentioned problems are analyzed and explained one by one. According to the analysis of the above problems and the need of practical improvement, combined with the management strategy, and the principles of scientific optimization of the evaluation scheme, the optimal design of the evaluation scheme is carried out. According to the design principle of balanced scorecard and key index method, two kinds of account managers with independent customer resources and lack of customer resources are set up different assessment contents respectively. According to the current performance level is divided into primary, intermediate, senior three files, and design their respective evaluation index system and give different weights to the indicators. Finally, the two categories of account managers are combined and unified assessment. To achieve a fair and reasonable assessment of all public account managers. After the evaluation improvement scheme is determined, the promotion rules of the customer manager and the establishment of the performance bonus are made clear, and the results of the performance appraisal are tied together with the promotion of rank and salary, so as to ensure the maneuverability of the implementation of the follow-up performance appraisal. In the process of implementing the performance appraisal scheme, the first step is to set up the appraisal organization in the bank, with the main branch leader as the leader of the appraisal leading group, and supervise the inspection working group to carry out the concrete appraisal work. In order to ensure the smooth implementation of the performance appraisal scheme, it is divided into four processes: performance implementation, performance appraisal, performance feedback and result application. The design of performance appraisal scheme of commercial bank needs to be consistent with the strategic intention of management, in order to fully promote the healthy development of various business, there is a performance appraisal scheme suitable for the development of enterprise. Can encourage the work enthusiasm of the staff inside the commercial bank. The optimization of the existing performance appraisal scheme will ensure the healthy operation and overall development of commercial banks and improve their long-term core competitiveness.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F832.33

【共引文獻】

相關(guān)期刊論文 前1條

1 劉寧;;當前我國商業(yè)銀行業(yè)績考評面臨的問題與對策[J];財經(jīng)界(學術(shù)版);2012年12期

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