本文選題：績效管理 + 城商行�。� 參考：《南京師范大學(xué)》2017年碩士論文

【摘要】：NJ銀行作為副省級城市的城商行,在規(guī)模、實(shí)力、區(qū)域經(jīng)濟(jì)基礎(chǔ)以及信貸額度等方面具有一定的優(yōu)勢。但隨著我國經(jīng)濟(jì)進(jìn)入新常態(tài),城商行的主要服務(wù)對象實(shí)體經(jīng)濟(jì)增長放緩,而城商行在房地產(chǎn)等領(lǐng)域的份額又相對較小,因此近年來城商行的業(yè)績增長面臨壓力。為此,NJ銀行加大了對基層客戶經(jīng)理績效管理的力度,取得了一定成效、同時(shí)也衍生出一系列問題。本文正是在這樣的背景下展開研究。在文獻(xiàn)綜述和理論回顧的基礎(chǔ)上,本文第三章重點(diǎn)分析了 NJ銀行基層客戶經(jīng)理績效管理的現(xiàn)行制度和主要做法,指出其存在績效管理效用下降、薪酬與業(yè)績變動(dòng)分離的趨勢;績效獎(jiǎng)勵(lì)要求過高、部分經(jīng)理努力程度下降的問題;職業(yè)發(fā)展前景不明、客戶經(jīng)理缺乏價(jià)值感和成就感的問題;非正式績效溝通平臺(tái)傳遞負(fù)能量以及對績效提升的培訓(xùn)效果不顯著等問題。這些問題產(chǎn)生的原因,一是未能將績效管理體系融于銀行整體發(fā)展戰(zhàn)略之中,使基層客戶經(jīng)理意識到其工作價(jià)值與職業(yè)前景;二是將KPI簡化為考核制度、獎(jiǎng)金分配制度;三是績效輔導(dǎo)和溝通內(nèi)容單一、考核結(jié)果應(yīng)用不足以及績效管理中的團(tuán)隊(duì)文化建設(shè)滯后。針對前述問題,論文第四章提出了優(yōu)化績效管理的原則、思路,提出了構(gòu)建基于戰(zhàn)略導(dǎo)向的績效管理計(jì)劃、建立動(dòng)態(tài)績效評價(jià)體系、建立基于互聯(lián)網(wǎng)思維的績效管理溝通機(jī)制、加強(qiáng)多層次績效管理人才培養(yǎng)、加強(qiáng)績效導(dǎo)向文化建設(shè)等五個(gè)方面的優(yōu)化方案,并分析了這些優(yōu)化方案具體實(shí)施的路徑與條件保障。NJ銀行是國有企業(yè)轉(zhuǎn)制發(fā)展而來的城商行,其績效管理中存在的問題,在國有大行、國有企業(yè)也或多或少地存在,因此本文的研究對銀行業(yè)和類似企業(yè)具有一定的借鑒意義。
[Abstract]:As the City Commercial Bank of the sub provincial city, NJ bank has some advantages in scale, strength, regional economic base and credit line. However, as China's economy enters the new normal, the economic growth of the main object of the city commercial bank is slowing down, and the share of the commercial banks in real estate is relatively small, so in recent years the city merchants have come to the city business. The growth of the performance of the bank is under pressure. Therefore, the Bank of NJ has increased the performance management of the basic level customer manager, has made some achievements, and also derived a series of problems. This paper is the research under this background. On the basis of literature review and theoretical review, the third chapter of this article focuses on the analysis of NJ bank clients. The current system and main practice of management performance management points out that there is a decline in the effectiveness of performance management, the trend of separation of salary and performance, the high demand for performance reward, and the decline of some managers' efforts, the unidentified career development prospects, the lack of sense of value and achievement of the customer manager, and the negative communication platform of the informal performance. The cause of these problems is that the performance management system is not integrated into the overall development strategy of the bank, and the basic customer managers are aware of their work value and career prospects; the two is to simplify the KPI as the assessment system, the bonus distribution system, and the three is the performance guidance and ditch. The fourth chapter of the paper puts forward the principles and ideas of optimizing performance management, proposes the construction of a performance management plan based on strategic orientation, the establishment of a dynamic performance evaluation system and the establishment of performance management channel based on Internet thinking. Through the mechanism, strengthen the multi-layer performance management talent training, strengthen the performance oriented culture construction and other five aspects of optimization, and analyze the path and conditions of the specific implementation of these optimization schemes to ensure that the.NJ bank is a city commercial bank with the transformation and development of state-owned enterprises, the problems existing in the performance management, in the large state-owned enterprises, and the state-owned enterprises More or less exist, so the research in this paper has a certain reference value for banks and similar enterprises.
【學(xué)位授予單位】：南京師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.33;F272.92

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