【作者】 王健；

【导师】 范明；

【作者基本信息】 江苏大学 ， 工商管理（MBA）（专业学位）， 2021， 硕士

【摘要】 Z银行镇江分行已经成立10年,凭借公司业务的强势发展,以及公私联动机制的有效传动,该银行在当地股份制商业银行中一直处于领先地位。虽然Z银行镇江分行已具有成熟的客户经理制度且建立了一套完整的客户经理考核体制,但随着国内外经济形势的不断变化,新冠疫情对地方经济发展的强烈冲击,Z银行镇江分行的发展也遭遇瓶颈期。究其原因,是由于该银行客户经理绩效考核重业务轻发展意识严重,客户经理岗位分析不完善,绩效考核指标设置不科学,导致客户经理对工作目标不明确,不能达到有效的考核和激励效果。本文将绩效考核理论与Z银行实际情况相结合,明确该银行客户经理绩效考核方案的优化思路,在绩效考核指标设计、权重标准设计及考核考核评价等方面提出优化对策,为Z银行发现并纠正绩效考核方案中的问题并提出优化对策,促进客户经理服务水平和工作能力的提升。本文通过文献阅读、个人访谈和问卷调查等方法,针对Z银行镇江分行客户经理绩效考核现状开展调查研究,分析了该银行现行绩效考核方案中存在的问题及产生问题的原因,再结合Z银行在当地的实际情况,确定了绩效考核优化的依据和整体思路,基于平衡积分卡和关键绩效考核指标等考核工具,提出了Z银行镇江分行客户经理绩效考核的优化对策。同时,为对绩效考核优化对策的具体落实进行有效保障,从组织、人员、机制等方面提出保障措施,使得优化后的绩效考核自身合理性、科学性显著提升,促进客户经理工作开展的积极性与主动性,强化Z银行镇江分行内部人力资源管理水平,实现其自身本地金融服务质量的有效提升,增强Z银行镇江分行的核心竞争力。更多还原

【Abstract】 Zhenjiang Branch of Z Bank has been established for 10 years.With the strong development of the company’s business and the effective transmission of public-private linkage mechanism,the bank has been in a leading position among local joint-stock commercial banks.Although Z Bank Zhenjiang Branch has a mature customer manager system and established a complete set of customer manager assessment system,the development of Z Bank Zhenjiang Branch has also encountered a bottleneck due to the constantly changing economic situation at home and abroad and the strong impact of COVID-19 on local economic development.The reason is that the performance appraisal of the bank’s customer managers has a serious awareness of valuing business over development,the post analysis of the customer managers is not perfect,and the performance appraisal indicators are not set scientifically,which leads to the unclear work objectives of the customer managers and fails to achieve effective appraisal and incentive effects.In this paper,the performance appraisal theory and combining the actual situation,Z bank clear the bank customer manager the optimization of the performance appraisal scheme,design standards for design,performance evaluation index weights and evaluation of examination and etc,puts forward some countermeasures for optimizing for Z bank find and correct the problems in the performance appraisal scheme and puts forward some countermeasures for optimizing,Promote the service level and work ability of account manager.In this paper,through methods such as literature reading,personal interview and questionnaire survey,according to current situation of Z bank account manager performance evaluation in zhenjiang branch to carry out the investigation and study,analyzes the bank problems existing in the current performance evaluation scheme and the causes of the problem,and in combination with the practical situation of Z in a local bank,to determine the basis of the performance appraisal optimization and overall train of thought,Based on the assessment tools such as balanced scorecard and key performance assessment indicators,this paper puts forward the optimization countermeasures for the performance assessment of customer managers in Zhenjiang Branch of Z Bank.At the same time,for the specific implementation of performance appraisal optimization countermeasures for effective protection,from the aspects of organization,personnel and mechanism guarantee measures are put forward,make the reasonable and scientific performance appraisal itself after optimization significantly increased,promote customer manager the work enthusiasm and initiative,strengthening the internal human resources management level of the bank of Z,zhenjiang,To realize the effective improvement of its own local financial service quality and enhance the core competitiveness of Z Bank Zhenjiang Branch.更多还原