【作者】 郑中杰；

【导师】 林晓松；

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

【摘要】 本文以X银行S分行的客户经理绩效管理体系为研究对象,运用绩效管理理论对X银行S分行客户经理绩效管理体系现状进行了研究,研究发现X银行S分行业务条线不能充分协作、客户经理综合营销能力不足、公私联动业务机会流失,这些现象存在的主要原因是X银行S分行客户经理绩效管理体系存在以下问题:1、绩效考核指标未充分体现战略目标,使得客户经理团队与分行目标不一致;2、绩效考核指标的设计不合理,完全没有公私联动的考核指标,两个业务条线的风险指标权重也不一致;3、绩效辅导沟通不到位影响了业务条线间的协作,导致了客户经理的持续流失;4、绩效考核结果的反馈不足;5、考核结果的应用起不到鼓励公私联动的作用。因此亟需建立一套科学的绩效管理体系,从而建立起一支服务质量好、服务水平高、营销能力强的客户经理团队,促进业务条线间融合,进而实现银行的经营目标。而后,结合该行的战略目标,以BSC等绩效管理方法为指导,以绩效管理基本原则为基础,完成X银行S分行客户经理绩效管理体系的优化设计:1、绩效考核指标充分体现了对公私联动的考核,并设计了一致的风险指标;2、通过加强绩效辅导使客户经理充分理解绩效目标,加强了业务条线间的协作,并让客户经理及时反馈意见,从而减少客户经理的流失率;3、将绩效考核结果应用到业务条线之间的晋升淘汰,充分的起到激励作用。这一绩效管理体系的设计,适应该行经营发展需要,有利于提高客户经理业务水平和综合素质,并进一步规范客户经理考核激励制度,强化了该行战略规划执行。更多还原

【Abstract】 This paper takes the performance management system of the customer manager of S branch of X bank as the research object,and uses the theory of performance management to study the current situation of the customer manager performance management system of the S branch of X bank,the study found that the insufficient cooperation between the business teams of S branch of X bank,the lack of comprehensive marketing ability of customer managers,the loss of corporate-private linkage business opportunities.The main reasons for these phenomena are the problems of the performance management system of the S branch of X bank:1.The performance evaluation index does not fully reflect the strategic objectives,which makes the objectives of the customer manager team and the S branch are inconsistent;2.The design of the performance evaluation index is unreasonable,there is no corporate-private linkage evaluation index,and the weight of risk indicators of the two business teams is not consistent;3.The inadequate performance coaching causes the insufficient cooperation between business teams and the continuous loss of customer managers;4.The feedback of performance appraisal results is insufficient;5.The application of appraisal results can not encourage the corporate-private linkage.Therefore,it is urgent to establish a scientific performance management system,so as to establish a customer manager team with good service quality,high service level and strong marketing ability,promote the integration of business teams,and then achieve the bank’s business objectives.Then,combined with the bank’s strategic objectives,under the guidance of performance management methods such as balanced score method,and based on the basic principles of performance management,the optimization design of customer manager performance management system of S branch of X bank is completed:1.Performance evaluation indicators fully reflect the evaluation of the corporate-private linkage,and consistent risk indicators are set;2 The performance coaching makes the customer managers understand the performance objectives,strengthens the cooperation between the business teams,and makes the customer managers give feedback in time,so as to reduce the loss of the customer managers;3.The application of the performance appraisal results to the promotion and elimination between the business teams can fully play an incentive role.It is suitable for the development of the bank.It is conducive to improving the business level and comprehensive quality of the customer managers,and further standardizing the assessment and incentive system of the customer managers,and strengthening the implementation of the strategic planning of the bank.更多还原