【摘要】：績(jī)效考核是企業(yè)人力資源管理系統(tǒng)的重要組成部分，建立績(jī)效考核方案是進(jìn)行績(jī)效管理的一個(gè)新的發(fā)展方向，是關(guān)系到整個(gè)管理系統(tǒng)的重要環(huán)節(jié)。隨著中國(guó)金融市場(chǎng)對(duì)外全面開(kāi)放和利率市場(chǎng)化進(jìn)程的加快，商業(yè)銀行公司業(yè)務(wù)在全行業(yè)務(wù)發(fā)展中處于非常重要的地位，公司業(yè)務(wù)的發(fā)展和創(chuàng)新直接決定了銀行的效益狀況。因此，如何對(duì)客戶經(jīng)理的業(yè)績(jī)進(jìn)行正確的評(píng)價(jià)、對(duì)客戶經(jīng)理采取怎樣的激勵(lì)措施以激發(fā)其潛能以及如何建立健全商業(yè)銀行公司客戶經(jīng)理績(jī)效考核體系，對(duì)國(guó)內(nèi)商業(yè)銀行來(lái)說(shuō)是一個(gè)全新而重大的課題。尤其對(duì)于國(guó)有商業(yè)銀行，如何根據(jù)自身的實(shí)際情況，建立一套科學(xué)的公司客戶經(jīng)理績(jī)效考核體系以提高市場(chǎng)競(jìng)爭(zhēng)力，是國(guó)有商業(yè)銀行能否發(fā)展壯大的關(guān)鍵。鑒于此，本文從績(jī)效考核的理論和方法出發(fā)，結(jié)合某地市商業(yè)銀行的具體實(shí)踐，全面探討了公司客戶經(jīng)理績(jī)效考核方案的設(shè)計(jì)問(wèn)題。 本文主要從三個(gè)部分展開(kāi)研究：第一部分研究了績(jī)效考核理論及其考核方法。首先闡述了績(jī)效考核的內(nèi)涵及意義，然后對(duì)商業(yè)銀行客戶經(jīng)理績(jī)效考核方法進(jìn)行了詳細(xì)的論述，商業(yè)銀行客戶經(jīng)理績(jī)效考核方法包括經(jīng)濟(jì)增加值法、風(fēng)險(xiǎn)量化法、關(guān)鍵業(yè)績(jī)指標(biāo)法和平衡計(jì)分卡法。第二部分對(duì)某地市商業(yè)銀行公司客戶經(jīng)理績(jī)效考核現(xiàn)狀進(jìn)行了分析。首先對(duì)某地市商業(yè)銀行的經(jīng)營(yíng)現(xiàn)狀、公司業(yè)務(wù)發(fā)展地位以及全行組織結(jié)構(gòu)進(jìn)行了描述，接著重點(diǎn)分析了公司客戶經(jīng)理績(jī)效考核現(xiàn)狀，并指出了現(xiàn)有的公司客戶經(jīng)理績(jī)效考核方法中存在的問(wèn)題。第三部分從理論聯(lián)系實(shí)踐的角度，針對(duì)現(xiàn)有公司客戶經(jīng)理考核方法中存在的問(wèn)題，在考慮業(yè)務(wù)風(fēng)險(xiǎn)大小和滯后性、公私聯(lián)動(dòng)營(yíng)銷、短期目標(biāo)與長(zhǎng)期目標(biāo)平衡等的基礎(chǔ)上，引入風(fēng)險(xiǎn)量化因素，以平衡計(jì)分卡法為基礎(chǔ)，從財(cái)務(wù)、客戶、內(nèi)部經(jīng)營(yíng)、學(xué)習(xí)和成長(zhǎng)四個(gè)維度對(duì)現(xiàn)有公司客戶經(jīng)理的考核方案進(jìn)行優(yōu)化，，以期達(dá)到能為某地市商業(yè)銀行公司客戶經(jīng)理績(jī)效考核方案的建立提供借鑒基礎(chǔ)和參考依據(jù)。
[Abstract]:Performance appraisal is an important part of enterprise human resource management system. Establishing performance appraisal scheme is a new development direction of performance management and an important link related to the whole management system. With the opening of China's financial market to the outside world and the acceleration of the interest rate marketization process, the commercial bank company business is in a very important position in the development of the whole bank business. The development and innovation of the company business directly determine the bank's benefit situation. Therefore, how to correctly evaluate the performance of the customer manager, what kind of incentive measures should be taken to stimulate the potential of the customer manager, and how to establish and improve the performance appraisal system of the customer manager of the commercial bank company, It is a new and important subject for domestic commercial banks. Especially for state-owned commercial banks, how to set up a set of scientific performance appraisal system of customer managers in order to improve the market competitiveness is the key to the development and expansion of state-owned commercial banks. In view of this, based on the theory and method of performance appraisal, combined with the practice of commercial bank in a certain city, this paper discusses the design of the performance appraisal scheme of customer manager in a company. This paper mainly from three parts: the first part of the study of performance appraisal theory and evaluation methods. Firstly, the connotation and significance of performance appraisal are expounded, and then the methods of performance appraisal of customer managers in commercial banks are discussed in detail. The methods of performance appraisal of customer managers in commercial banks include economic added value method, risk quantification method, and so on. Key performance indicators and balanced scorecard. The second part analyzes the current situation of customer manager performance appraisal in a city commercial bank company. First of all, the paper describes the management status, business development status and organizational structure of a city commercial bank, and then analyzes the current situation of customer manager performance appraisal. And pointed out the existing company customer manager performance appraisal method exists the question. In the third part, from the angle of combining theory with practice, aiming at the existing problems in the examination method of customer manager, considering the size and lag of business risk, public-private linkage marketing, short-term goal and long-term goal balance, etc Based on the balanced Scorecard method, this paper introduces risk quantification factors, optimizes the evaluation scheme of the existing company's account manager from four dimensions: finance, customer, internal management, learning and growth. In order to provide reference basis and reference for the establishment of customer manager performance appraisal scheme of a commercial bank company in a certain city.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F832.33

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本文編號(hào)：2197835