【作者】 刘峰；

【导师】 王立生；

【作者基本信息】 山东大学 ， MBA（专业学位）， 2022， 硕士

【摘要】 当前银行业竞争日趋激烈,笔者所在的JN农商银行同样承受着前所未有的压力,一方面是传统的国有大行、股份制银行和城商行业务范围不断下沉,正在逐步蚕食JN农商银行一直所定位的农区、社区和小微企业市场;另一方面以支付宝借呗和微信微粒贷为代表的互联网渠道也在大量争抢该部分客户。同时,客户需求也在由单一的资金需求向资金需求、服务需求等多样化需求转变,这就对银行基层员工尤其是客户经理的主动行为提出了更高的要求。目前,JN农商银行该如何促进员工的主动行为,以及怎样能更有效地促进员工主动行为仍然是比较模糊的。本文在文献回顾的基础上,通过对JN农商银行15家支行行长、客户经理及管辖行业务发展部负责人、总行业务发展部相关人员的访谈,聚焦客户经理主动行为,基于人力资源管理的经典激励理论和主动行为动机模型,构建了本文的研究模型,从能力、理由和热情三个方面探索JN农商银行影响客户经理主动行为的过程,期望从中获取启发,为JN农商银行促进客户经理主动行为提供有益建议和渠道。为了便于研究,本文以推行无感授信过程为例进行客户经理主动行为提升对策研究。JN农商银行基于“坚持面向三农、面向社区家庭、面向小微企业”市场定位,大力支持乡村振兴战略,践行普惠金融,JN农商银行为了支持三农、落实乡村振兴战略、践行普惠金融做了很多探索,而其中由阳光信贷、整村授信演变而来的无感授信是实施相对稳健又效果较好的政策,为乡村振兴及普惠金融蹚出了一条相对可行的路子。无感授信就是银行通过“银政村”紧密协同,借助公共信息数据平台渠道,基于银行核心系统客户数据、外部大数据,集中获取辖内客户五项基础信息(姓名、身份证号、地址、电话、户号)相关信息数据,在不直接接触客户的情况下,以行政村(自然村)、机关企事业单位、居民小区、专业市场、商场等类型网格为单位,通过系统数据筛选和集中评议,剔除不适宜授信人员后,对剩余客户进行无感授信、有感反馈的业务行为。无感授信主要集中在东部沿海几个城市的农商银行,尤以浙江地区发展较早,主要由基层客户经理推广实施。实行的效果怎么样?客户经理主动行为怎么样?怎样激发客户经理的主动行为?该办法或政策是否能够供其他农商银行等其他银行借鉴?本文带着以上问题以JN农商银行推行无感授信为例进行客户经理主动行为提升研究,以期回答解决以上问题。本文通过文献查阅经典激励理论和主动行为动机模型,结合乡村振兴战略推出背景以及普惠金融发展现状,重点查阅主动行为、人员激励管理等方面的书籍、文献等,通过访谈、调查等对JN农商银行无感授信推进过程中客户经理主动行为进行分析,发现存在的问题,通过主动行为动机模型对其中存在的问题进行分析,结合AMO模型、人员激励管理理论、他行无感授信实施经验及JN农商银行实际情况提出了下一步改进措施,希望对JN农商银行提升客户经理主动行为和深入推进无感授信提供帮助,也希望对他人相关方面的研究有所帮助。更多还原

【Abstract】 At present,the competition in the bank industry is increasingly becoming fierce.The JN rural commercial bank in this research is also under unprecedented pressure.On the one hand,the business scope of the traditional large state-owned banks,joint-stock banks and urban commercial banks is sinking,which is gradually encroaching on the rural areas,communities and small enterprise markets that JN rural commercial bank has been positioning.On the other hand,the Internet channels represented by Alipay and Wechat are also attracting a large number of customers.At the same time,customer demand is also changing from a single demand to diversified needs such as capital demand and service demand,which puts forward higher requirements for the initiative of bank employees,especially customer managers.At present,promoting employees’ proactive behavior in JN rural commercial bank is still challenging.On the basis of literature review,this thesis focuses on the proactive behavior of customer managers through interviews with the presidents,the heads of the business development department,and customer managers of 15 branches of JN rural commercial bank.Based on the classical incentive theory of human resource management and the proactive behavior motivation model,I construct the research model of this thesis.This thesis explores the process of initializing the proactive behavior of customer managers in JN rural commercial bank from three aspects:capability,reason,and enthusiasm.I hope to get inspiration from this research,and provide useful suggestions for JN rural commercial bank to promote the proactive behavior of customer managers.This thesis takes the implementation of senseless credit process as an example to study the improvement of customer managers’ proactive behavior.Based on the market positioning of "facilitating agriculture,rural areas and farmers,facilitating community families and facilitating small enterprises",JN rural commercial bank has vigorously supported the Rural Revitalization Strategy and practiced Inclusive Finance.JN rural commercial bank has made many explorations in order to support agriculture,rural areas and farmers,implement the Rural Revitalization Strategy and practice Inclusive Finance.The senseless credit,evolved from the whole village credit,is a relatively stable and effective policy,which has paved a relatively feasible way for Rural Revitalization and Inclusive Finance.Senseless credit is closely coordinated through the "Yinzheng Village".With the public information platform,it is based on the bank core system customer data,external big data,and centrally obtain five basic information(name,ID number,address,telephone number,household number)of the customer.Without directly contact customers,senseless credit screens data,centralized evaluating,and eliminating unsuitable credit granting personnel in the units of government agencies,enterprises and institutions,residential areas,professional markets,shopping malls,and other types of relationship web.The bank can grant credit senselessly,while feedback to the remaining customers sensibly.Senseless credit is mainly concentrated in rural commercial banks in several cities along the eastern coast,especially in Zhejiang Province,where this mode is developed early and is mainly promoted and implemented by grass-roots customer managers.What is the effect of the implementation?How about the initiatives of the customer managers?How to stimulate the initiatives of customer managers?Can this policy be used by other banks such as agricultural and commercial banks?In order to answer the above problems,this thesis takes JN rural commercial bank’s implementation of senseless credit as an example to study the improvement of customer manager’s proactive behavior.By reviewing the literature of classical incentive theory and proactive behavior motivation model,combined with the background of Rural Revitalization Strategy and the development status of Inclusive Finance,this thesis,focused on books and literature on proactive behavior and personnel incentive management,analyzes the proactive behavior of customer managers in the process of promoting senseless credit of JN rural commercial bank through interviews and investigations,and finds out the existing problems.This thesis analyzes the existing problems through the proactive behavior motivation model,and puts forward the improvement measures in combination with the AMO model,incentive management theory,the senseless credit implementation experience of other banks,and the actual situation of JN rural commercial bank.I hope to help JN rural commercial bank improve the proactive behavior of customer managers and further promote senseless credit.I also hope the research canbe helpful to the research.更多还原