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论文编号：	10670
作者编号：	2120163074
上传时间：	2018/12/8 12:34:20
中文题目：	S 银行天津呼叫中心绩效管理体系优化研究
英文题目：	Study on Optimization of Performance Management System of S Bank Tianjin Call Center
指导老师：	杨坤
中文关键字：	呼叫中心；绩效考核；绩效管理体系；管理绩效变化
英文关键字：	Call center;Performance appraisal; Performance management system ;Managing performance variation
中文摘要：	银行呼叫中心行业作为劳动力和技术密集型行业，其主要参与者及管理对象都为坐席员，因此，坐席的工作状态将对呼叫中心的发展趋向有极大影响。如何建立一套科学合理的绩效管理体系，将呼叫中心的绩效管理目标与一线坐席员的绩效目标保持一致，更大限度激发坐席的工作潜能、提高生产效率，科学的将绩效奖励与员工工作成果相匹配，对于呼叫中心的运行和发展尤为重要。 为此，本文在参考绩效管理基本理论和方法的基础上，以S银行天津呼叫中心为例，对其绩效管理现状展开研究，综合考虑S银行天津呼叫中心的发展现状和人力资源特点，对原有体系作出改进。通过文献分析法、案例分析法、实地调查法、定量与定性相结合的分析方法，发现现存绩效管理中存在的问题与不足；通过对比目标管理法、关键绩效指标法、平衡记分卡法、360度考核法，有机组合各方法中的优势点，将管理目标与员工任务相结合；借鉴美国银行所采用的“管理绩效变化”理念，建立一套科学、合理的绩效考核和管理体系，并加以一系列制度保障推行。 本文的研究目的是：建立新绩效管理体系，逐层分解S银行天津呼叫中心的战略目标，强化绩效考核的导向作用，通过不同的指标分配组合，让一线管理人员、一线坐席员自主按岗位承担呼叫中心的总体目标，各分解指标均衡为战略目标服务，做到自上而下的有效管理，自下而上的自发上进；将考核作为管理工具，提升整体运营能力和业绩水平。 本文的研究意义是：通过深入分析S银行天津呼叫中心绩效实际情况，探索其内部的不足之处并深究缘由，针对现存问题给出科学合理的改进策略，直至建立新的绩效管理体系，为S银行天津呼叫中心保持平稳高效的运营水平和管理水平打下坚实的基础。同时，本文也为银行业呼叫中心在绩效管理及绩效考核体系的建立方面，提供了有益的探索及借鉴。
英文摘要：	As a labor and technology-intensive industry, the bank call center industry's main participants and management objects are regular members. Therefore, the working status of those members will directly affect the development of the call center. To establish an objective and reasonable performance management system to align the performance management objectives of the call center with the performance targets of front-line members, to greatly stimulate the potential of members, to improve production efficiency, and to scientifically match reward with employee's performance and work result,all of which are especially important for the operation and development of the call center. To this end, based on the basic theory and method of performance management, this thesis takes S-Bank Tianjin Call Center as an example to study its performance management issues, considering the development status and human resources characteristics of S Bank Tianjin Call Center so as to optimize its systems. Through methods of literature analysis, case analysis, field investigation, quantitative and qualitative analysis, it is discovered that there are problems and shortcomings in existing performance appraisal; by comparing Management by Objectives, Key Performance Indicator, Balanced Scorecard, 360-Degree Feedback, organically combine the advantages of each method, combine management objectives with employee's tasks, draw on the concept of “Managing performance variation” adopted by Bank of America, establish a scientific and reasonable performance appraisal system, and apply a series of institutions so as to guarantee its implementation. The purpose of this thesis is to set up a new performance management system, decompose the strategic objectives of S Bank Tianjin Call Center layer by layer, strengthen the guiding role of performance appraisal, and make the first-line managers and front-line members take on their own responsibility on their posts through different indicator allocation combinations. The overall goal of the center and the balanced indicators are balanced to serve the strategic objectives, to achieve effective management from the top down, to be self-sufficient from the bottom up and to use assessment as a management tool to improve overall operational capability and performance. The study significance of this thesis is listed as the following: through in-depth analysis of the status quo of performance evaluation of S Bank Tianjin Call Center, it tries to find out the problems and the causes of the problems, further optimize and innovate the program until the establishment of a new performance management system for S Bank Tianjin Call Center, which has laid a solid foundation for maintaining a smooth and efficient operation and management level. At the same time, this thesis also provides useful exploration and reference for the establishment of performance management and performance appraisal system for the call centre of banking industry.
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