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论文编号：	9561
作者编号：	2120152940
上传时间：	2017/12/7 12:13:22
中文题目：	J银行天津市分行零售客户经理绩效考核研究
英文题目：	Research on Performance Evaluation of Retail Account Manager of J Bank of Tianjin Branch
指导老师：	周晓苏
中文关键字：	商业银行；零售客户经理；绩效考核；平衡记分卡
英文关键字：	commercial bank;retail customer managers;performance evaluation; balanced scorecard
中文摘要：	近年来，互联网金融逐步渗透到人们的衣食住行，它对商业银行的服务和经营理念也产生了巨大的冲击。在这种形势下，如何保持其传统业务优势，并在千变万化的市场中寻求创新、有效的经营模式，是商业银行亟需思考和解决的问题。客户经理作为接触客户最多，掌握客户资源最多的的银行参与者，其工作业绩将直接影响到商业银行在竞争中的成败。因此，建立完善的客户经理绩效考核体系，使之能够更好的激励客户经理，从而改善客户体验，提供更优质的服务和创新业务，显得尤为重要。 本文主要运用文献理论研究法和调查研究法来进行资料的收集和研究的开展。文章首先对绩效考核的概念和理论发展予以概述和分析；其次，以J银行天津市分行为例，深入剖析该银行的绩效考核体系的指标设计和考核现状，总结该银行的零售客户经理绩效考核体系存在的问题并进行成因分析；最后，针对其不足之处进行深入的分析，提出依照平衡记分卡体系，合理构建绩效考核指标，得出适用该银行发展的零售客户经理绩效考核体系，并提出应用该体系的保障措施。 本文基于平衡记分卡理念，构建J银行天津市分行零售客户经理的考核体系，在为J银行天津市分行提供一个更加科学、全面的考核办法的同时，促进零售客户经理能力的提高，实现企业和员工的共同发展，加快J银行零售客户经理团队综合能力的提升，推动J银行天津市分行零售业务的持续发展。
英文摘要：	In recent years, the Internet finance has gradually permeated into almost every field of human life, which exerts a huge influence to the service and management idea of commercial Bank. Under this circumstance, it is urgent for commercial bank to maintain traditional business advantage, and seek more innovative and effective mode of management (management modes)in the ever-changing market .The performance of the customer managers, who mostly contact and own resources of clients , will directly affect the success or failure of commercial bank in the competition. Therefore, it is especially important to establish sound evaluation system for account manager performance, so as to better motivate account managers, improve the experience of customers, and then bring high quality of service and innovative business. This paper mainly uses literature theory method and survey method to collect data and do research. At first, this paper overviews and analyzes the concept and development of theory of performance evaluation. Secondly, it takes the J bank Tianjin branch as an example to deeply analyze its index design and current situation of the performance evaluation system, as well as to summarize the existing problems in the bank retail account manager evaluation system. Furthermore, the paper makes a deep analysis of the shortcomings of the system and suggests that we should establish a reasonable performance evaluation indicators according to the balanced scorecard system, and then conclude a retail account manager performance evaluation system which is applied for the development of the bank. In the end the article also make some safeguard measures to ensure the feasibility of the article. Based on the balanced scorecard concept, this article builds the retail account manager evaluation system of J bank Tianjin branch , which providing J bank Tianjin branch with a more scientific and comprehensive evaluation method, as well as promoting the integrative ability of the team of retail account managers, achieving the common development of enterprises and employees, promoting the sustainable development of the retail business of J bank Tianjin branch.
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