【作者】 杨雪；

【导师】 舒嘉；

【作者基本信息】 电子科技大学 ， 工商管理（专业学位）， 2025， 硕士

【摘要】 基层网点作为商业银行核心经营单元,承担个人业务、公司金融、财富管理等复合职能,同时具备业务复杂性与风控严苛性。近年来,基层网点对柜员综合能力要求不断提升,其业务操作效率、风险识别能力及客户服务水平直接决定了网点运营质量。在此背景下,柜员综合能力与风控合规意识不仅直接影响客户体验与经营效益,更成为绩效管理体系的核心观测维度。鉴于柜员岗位效能对网点整体绩效的关键作用,本文以城市商业银行基层网点柜员绩效管理为研究对象,基于S商业银行Y分行的实践案例展开分析。研究发现,当前绩效管理体系主要面临以下问题:(1)激励体系失衡。物质与精神激励失调,长短期激励脱节,未体现岗位差异;(2)指标设计脱节。战略传导不足,量化与质化指标失衡,缺乏动态调整;(3)沟通机制滞后。反馈形式化,过程跟踪缺失,申诉渠道不畅,数字化不足;(4)结果应用单一。偏重薪酬分配,在人才发展、组织优化等方面延伸应用不足。基于问卷调查与深度访谈,本文深入剖析了S商业银行Y分行柜员绩效管理中存在的主要问题,并提出以下优化方案:(1)重塑激励有效性。建立差异化薪酬与职业发展双轨制,实现物质激励与成长激励协同发力;(2)优化绩效指标设计。构建“业绩-能力-表现”三维考核体系,精准对接战略目标与岗位要求;(3)强化沟通反馈机制。打造“双向反馈-数据存证-动态优化”全流程透明化管理闭环;(4)拓展考核结果应用。推动考核结果与薪酬、晋升、培训等多维场景融合。本文的研究成果和优化措施,不仅为S商业银行Y分行针对柜员岗位绩效管理的改革提供了坚实的基础,也为其他银行在探索提升基层效能、改善绩效管理的实践中提供了有益的参考和借鉴。更多还原

【Abstract】 As the core operational unit of commercial banks,grassroots branches undertake composite functions such as personal banking,corporate finance,and wealth management,while also facing business complexity and stringent risk control requirements.In recent years,the demand for comprehensive competencies of tellers in grassroots branches has been continuously rising,as their operational efficiency,risk identification capabilities,and customer service standards directly determine the operational quality of the branches.Against this backdrop,the comprehensive competencies and risk compliance awareness of tellers not only directly impact customer experience and operational performance but have also become a core dimension of performance management systems.Given the critical role of teller performance in the overall effectiveness of branches,this thesis focuses on the performance management of tellers in grassroots branches of urban commercial banks,analyzing practical cases from Branch Y of Bank S.The research reveals that the current performance management system primarily faces the following issues:(1)Imbalanced incentive system.Misalignment between material and non-material incentives,disconnect between short-term and long-term incentives,and failure to reflect job-specific needs;(2)Disjointed indicator design.Insufficient strategic alignment,imbalance between quantitative and qualitative indicators,and lack of dynamic adjustment mechanisms;(3)Lagging communication mechanisms.Superficial feedback processes,absence of continuous tracking,inadequate grievance channels,and insufficient digitalization;(4)Narrow application of results.Overemphasis on salary distribution,with insufficient extension to talent development,organizational optimization,and other areas.Based on questionnaire surveys and in-depth interviews,this thesis conducts a thorough analysis of the main issues in the performance management of tellers at Branch Y of Commercial Bank S and proposes the following optimization strategies:(1)Restructuring incentive effectiveness.Establish a dual-track system combining differentiated compensation and career development to synergize material incentives with growth motivation;(2)Optimizing performance indicator design.Construct a three-dimensional evaluation system encompassing“performance-competency-behavior”to precisely align with strategic objectives and job requirements;(3)Strengthening communication and feedback mechanisms.Create a transparent,closed-loop management process featuring“two-way feedback,data archiving,and dynamic optimization”;(4)Expanding the application of assessment results.Promote the integration of evaluation outcomes with multidimensional scenarios such as compensation,promotion,and training.The research findings and proposed measures not only provide a solid foundation for performance management reform targeting tellers at Branch Y of Bank S but also serve as a valuable reference for other banks seeking to improve grassroots efficiency and optimize performance management practices.更多还原