本文選題：績效管理 + 城商行　； 參考：《南京師范大學》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、實力、區(qū)域經(jīng)濟基礎(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)濟進入新常態(tài),城商行的主要服務(wù)對象實體經(jīng)濟增長放緩,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。在文獻綜述和理論回顧的基礎(chǔ)上,本文第三章重點分析了 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)績變動分離的趨勢;績效獎勵要求過高、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)理缺乏價值感和成就感的問題;非正式績效溝通平臺傳遞負能量以及對績效提升的培訓效果不顯著等問題。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)理意識到其工作價值與職業(yè)前景;二是將KPI簡化為考核制度、獎金分配制度;三是績效輔導和溝通內(nèi)容單一、考核結(jié)果應用不足以及績效管理中的團隊文化建設(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)略導向的績效管理計劃、建立動態(tài)績效評價體系、建立基于互聯(lián)網(wǎng)思維的績效管理溝通機制、加強多層次績效管理人才培養(yǎng)、加強績效導向文化建設(shè)等五個方面的優(yōu)化方案,并分析了這些優(yōu)化方案具體實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]:NJ Bank, as a sub-provincial city commercial bank, has some advantages in scale, strength, regional economic base and credit line. However, with China's economy entering the new normal, the real economy growth of city commercial bank's main service object is slowing down, and the share of city commercial bank in real estate and other fields is relatively small, so the performance growth of city commercial bank is under pressure in recent years. For this reason, NJ Bank has strengthened the performance management of grass-roots account managers, achieved certain results, and also derived a series of problems. It is under this background that this paper carries out the research. On the basis of literature review and theoretical review, the third chapter focuses on the analysis of the current system and main practices of the performance management of grass-roots customer managers in NJ Bank, and points out that there exists a trend of the decline of the effectiveness of performance management and the separation of compensation from performance change. The problem that the performance reward is too high, some managers' effort degree drops, the career development prospect is not clear, the customer manager lacks the sense of value and the achievement feeling; Informal performance communication platform transfer negative energy and performance improvement training effect is not significant and so on. The reasons for these problems are the failure to integrate the performance management system into the bank's overall development strategy to make the grass-roots account managers aware of their job value and career prospects, the second is to simplify the KPI as the appraisal system, the bonus distribution system; Third, the content of performance guidance and communication is single, the application of evaluation results is insufficient and the construction of team culture in performance management lags behind. In order to solve the above problems, the fourth chapter puts forward the principles and ideas of optimizing performance management, puts forward the construction of strategic oriented performance management plan, establishes the dynamic performance evaluation system, and establishes the communication mechanism of performance management based on Internet thinking. Strengthening the multi-level talent training of performance management, strengthening the construction of performance-oriented culture, and analyzing the path and conditions of the implementation of these optimization programs. NJ Bank is a city commercial bank developed from the transformation of state-owned enterprises. The problems existing in the performance management are more or less existed in the state-owned enterprises, so the study of this paper has some reference significance for the banking and similar enterprises.
【學位授予單位】：南京師范大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F832.33;F272.92

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