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论文编号：	7228
作者编号：	2220131018
上传时间：	2015/6/2 23:09:11
中文题目：	A股份制银行客户经理绩效考核体系优化研究
英文题目：	Research on Commercial Bank Account Manager
指导老师：	袁庆宏
中文关键字：	股份制银行；A商业银行；客户经理；绩效管理；体系优化
英文关键字：	joint-stock banks;Abank;client;performan cemana gement;system optimization
中文摘要：	在现代社会，企业竞争力的核心和源泉是人才，无论任何领域、何种形式的竞争，其核心必将归结于人才的竞争。在银行的所有职位中客户经理是最具技术性和综合性的岗位，客户经理的工作素质对商业银行核心竞争力的提升具有十分重要的作用。股份制商业银行要特别注重利用绩效激励措施效激发客户经理的工作积极性，使他们按照银行的利益目标和发展方向开展营销工作。而现在通行的客户经理考核发办法主要是按各项产品业务创利计效，并将员工级别进行细分。这种绩效+薪酬的单纯指标考核体系，在银行成立之初的银行业迅速发展的大背景下，尤其和理性和积极性。随着互联网金融的兴起和社会的进步，需要银行提供增值服务和体验式产品的感受。因此只注重客户经理的短期计效考核考核方式无法适应这一变，这种绩效考核模式单纯依靠业绩激励，和企业长期发展目标不一致，也影响了绩效考核激励制度效能的发挥。此外，随着90后这一新生力量步入社会工作领域，这部分人群比较注重个人成长和个人价值的实现，同时由于社会物质生活水平的不断提高，90后的价值追求也发生了较大的变化，比较明显的是以由上几代人物质利益追求为主，更多的体现出个人发展与人生理想的实现，这也从侧面要求银行要对现行的考核激励制度进行优化，以适应这一积极变化。本文以A商业银行为例，在梳理相关研究成果的基础上，对股份制商业银行客户经理考核激励制度进行了研究，认为该银行在客户经理绩效考核中存在较多问题，最主要是客户经理绩效考核目标不明确不能与企业的战略目标先适应，考核体系设计不合理，没有建立系统的考核激励体系，尤其是不重视考核结果的反馈与应用，降低了绩效考核的效用以及不能适应90后新生代员工的价值追求变化。针对上述问题本文对其背后的深层原因进行分析的基础上，给出了有效的改进对策，结论对于具有相似问题的而股份制商业银行具有一定的借鉴价值。
英文摘要：	In modern society, the core and the source of the competitiveness of enterprises is talent, regardless of any field, what form of competition, the core will beattributed to the competition of talents. In all positions in the bank's customer manager is the most technical and comprehensive post, has an important role to enhance the customer manager quality on the core competitiveness of commercial banks. The joint-stock commercial banks should pay special attention to positiveincentives to stimulate the effect of customer manager performance, so that theycarry out marketing work according to the interests of the target and direction of development banks. The current customer manager appraisal way is mainlyaccording to the productbusiness profitability planeffect, andthe staff levelsegmentation. Single index evaluation system the performance and compensation, in the background of the bank at the beginning of the establishment of the rapid development of the banking industry, especially with rational and enthusiasm. With the development of society and the progress of Internet banking, banks need toprovide value-added services and experience feelings of the product. Therefore, only pay attention to customer manager's short-term plan effect assessment methods can not adapt to this change, performance appraisal model of this kind of relying solely onthe performance incentive, and the long-term development of the enterprise goalsare inconsistent, but also affected the play of performance incentive system efficiency. In addition, with 90 of this new force into the field of social work, this part of the crowd to achieve personal growth and personal value, at the same time, because of the social material life level unceasing enhancement, the pursuit of the value of 90has undergone great changes, the more obvious is the pursuit of material interestsby several generations of people, the realization of individual with the development ofthe ideal of life reflects the more, this is also from the side to require banks to the current incentive system optimization, in order to adapt to this positive change. In this paper, a case study of A commercial bank, the joint-stock commercial bankscustomer manager appraisal and incentive system of the bank, there exist many problemsinthe customermanager performanceappraisal, themain customermanager performance appraisal target is not clear strategic goals and business toadapt, appraisal system design is unreasonable, not the establishment of the systemassessment and incentive system, especially the feedback and application is notpaying attention to the appraisal result, reduces the effect of performance appraisaland can not adapt to the new generation of 90 employees of the changes in the value of the pursuit. Based on the analysis of this paper to the deep reasons behind, gives the improvement measures, the conclusion will have similar problems and joint-stock commercial banks which has a certain reference value.
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