發(fā)布時(shí)間：2019-05-24 07:38

【摘要】：績效考核是績效管理的核心，也是人力資源管理系統(tǒng)的一個(gè)重要組成部分，建立一個(gè)科學(xué)有效的績效考核方案關(guān)系到整個(gè)管理系統(tǒng)的有效運(yùn)轉(zhuǎn)。在經(jīng)濟(jì)全球化時(shí)代條件下，對(duì)國內(nèi)商業(yè)銀行業(yè)來說，如何設(shè)計(jì)一套滿足現(xiàn)代銀行業(yè)市場(chǎng)競(jìng)爭(zhēng)需要、推動(dòng)自身良性可持續(xù)發(fā)展的員工績效考核方案，，是一個(gè)重大課題。而客戶經(jīng)理是銀行與客戶進(jìn)行溝通的橋梁，在銀行的市場(chǎng)拓展和日常經(jīng)營中起到舉足輕重的作用，銀行對(duì)客戶經(jīng)理人員的績效考核、評(píng)價(jià)、激勵(lì)機(jī)制是否公平、有效將會(huì)直接關(guān)系到全行經(jīng)營成果的實(shí)現(xiàn)。 本文從績效考核的理論和方法出發(fā)，首先闡述了績效考核方法和工具以及銀行績效管理的研究現(xiàn)狀；然后，通過介紹現(xiàn)階段A銀行客戶經(jīng)理制實(shí)施的基本情況，對(duì)客戶經(jīng)理績效考核指標(biāo)方案進(jìn)行研究，分析A銀行在績效考核內(nèi)容和方法方面存在的問題。針對(duì)A銀行客戶經(jīng)理績效考核現(xiàn)狀及其存在的問題，本文對(duì)A銀行績效考核管理方案設(shè)計(jì)進(jìn)行了優(yōu)化，并結(jié)合A銀行的實(shí)際情況討論了績效考核結(jié)果在商業(yè)銀行客戶經(jīng)理管理實(shí)踐中的應(yīng)用。最后，從不同的角度和方面提出優(yōu)化和保障A銀行客戶經(jīng)理績效考核方案實(shí)施的意見和建議，從而保障績效考核的順利進(jìn)行，同時(shí)為其他商業(yè)銀行客戶經(jīng)理績效考核管理提供借鑒。
[Abstract]:Performance appraisal is not only the core of performance management, but also an important part of human resource management system. The establishment of a scientific and effective performance appraisal scheme is related to the effective operation of the whole management system. In the era of economic globalization, how to design a set of employee performance evaluation scheme to meet the needs of modern banking market competition and promote their own benign and sustainable development is an important issue for the domestic commercial banking industry. The account manager is the bridge between the bank and the customer, which plays an important role in the market development and daily operation of the bank. Whether the bank is fair to the performance evaluation, evaluation and incentive mechanism of the customer manager. Effectiveness will be directly related to the realization of the business results of the whole bank. Based on the theory and method of performance appraisal, this paper first expounds the methods and tools of performance appraisal and the research status of bank performance management. Then, by introducing the basic situation of the implementation of the account manager system in Bank A at the present stage, this paper studies the performance appraisal index scheme of the account manager, and analyzes the problems existing in the content and method of the performance appraisal of Bank A. In view of the present situation and existing problems of account manager performance appraisal in Bank A, this paper optimizes the design of performance appraisal management scheme in Bank A. Combined with the actual situation of Bank A, this paper discusses the application of performance appraisal results in the practice of account manager management in commercial banks. Finally, from different angles and aspects, this paper puts forward some suggestions and suggestions to optimize and ensure the implementation of the performance appraisal scheme of account managers in Bank A, so as to ensure the smooth progress of performance appraisal. At the same time, it provides a reference for the performance appraisal management of account managers in other commercial banks.
【學(xué)位授予單位】：中國海洋大學(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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