【作者】 李扬；

【导师】 杨宝臣；

【作者基本信息】 天津大学 ， 工商管理（MBA）（专业学位）， 2023， 硕士

【摘要】 绩效管理这个名词作为现代企业管理的重要工具,一方面能够团结组织,提高企业综合竞争力,另一方面也是商业组织战略与商业行为之间的桥梁。随着商业银行体系改革的不断发展与进步,中后台员工成为了现今银行业发展的核心竞争力,作为银行的支撑力、发展力和推动力。为有效的激发中后台员工的工作效率,充分发挥中后台员工的业务职能,真正实现前、中、后台部门融合,中后台员工绩效管理体系成为银行业深入研究的课题。本课题在大量研究国内及国外关于绩效管理相应理论的基础上,以A银行天津分行中后台员工为研究对象。首先,通过分析A银行天津分行中后台员工的绩效管理现状,结合其岗位职责、现行的绩效管理体系,初步分析A银行天津分行中后台员工绩效管理体系可能存在的问题。其次,根据现状分析总结得出的问题,设置调研问卷,对调研数据进行信、效度分析,同时再对核心问题选择差异化人员进行访谈,归纳得出A银行天津分行中后台员工绩效管理体系需要改进的方向。再次,严格按照绩效管理的四流程对中后台员工绩效管理的流程进行梳理,明确中后台员工的岗位职责,建立员工岗位入位流程。运用平衡计分卡、关键绩效指标法、层次分析法等工具建立中后台员工关键绩效指标。建立基于SERVQUAL模型的服务评价指标,将关键绩效指标与服务评价指标相结合,得出中后台员工的绩效考核指标。同时,做好绩效实施和辅导,对绩效结果进行合理应用,确保A银行天津分行中后台员工的绩效管理体系的有效性和合理性,最后,从制度、技术等层面为绩效管理体系提供措施保障,以确保设计完成的绩效管理体系得以顺畅实施。本文旨在于通过对A银行天津分行中后台员工绩效管理体系的优化设计,全面提升中后台员工的工作积极性,提升中后台员工的工作效能,加深中后台员工对于A银行天津分行的认同感和归属感,进而提升A银行天津分行的核心竞争实力,为其战略目标的达成提供强有力的人力储备和保障。同时也为其他商业银行进一步提升中后台员工绩效管理体系和银行综合竞争力提供借鉴和参考。更多还原

【Abstract】 Performance management,as an important tool of modern business management,can unite the organization and improve the overall competitiveness of the enterprise,and is a bridge between the strategy of business organizations and business behavior.The reform of the commercial bank system continues to develop and progress,and the middle and back office has become the core competitiveness of the development of today’s banking industry.It should serve as a supporting,developing and driving force for banks.In order to effectively develop the efficiency of the middle and back office,give full play to the business functions,and truly realize the integration of the front,middle and back office,the performance management of the employees in the middle and back office has become a subject of in-depth study in the banking industry.This topic is based on a large number of domestic and foreign theories about performance management,and the research object is the middle and back office employees of Bank A Tianjin Branch.To begin,this thesis preliminarily analyses the possible problems in the performance management system of the middle and back office staff of Bank A Tianjin Branch by analysing the status quo of performance management of the middle and back office staff of Bank A Tianjin Branch,combined with their job responsibilities,current performance management system.Second,based on the problems summarised in the current situation analysis,a survey questionnaire is developed to assess the reliability and validity of the survey conclusions.At the same time,differentiated personnel are interviewed for the core issues,and the direction in which the performance management system of Bank A Tianjin Branch employees needs to be improved is summarised.Third,the process of performance management of middle and back-office employees is sorted out in strict accordance with the four processes of performance management,the post responsibilities of middle and back-office employees are clarified,and the process of employee post placement is established.Establish key performance indicators for middle and back-office employees using a balanced scorecard,key performance indicators,analytic hierarchy process,and other tools.The SERVQUAL model is used to create the service evaluation index,and the performance evaluation index of middle and back office employees is created by combining key performance indicators with service evaluation indicators.At the same time,perform well in performance implementation and counselling,and apply performance results in a reasonable manner to ensure the effectiveness and rationality of the performance management system for Bank A Tianjin Branch’s middle and back office employees.Finally,provide performance management system measures from system and technology perspectives to ensure the smooth implementation of the designed performance management system.The goal of this paper is to optimise the design of the performance management system for Bank A Tianjin Branch’s middle and back office staff in order to improve their working enthusiasm and efficiency,deepen their sense of identity and belonging to Bank A Tianjin Branch,and then enhance Bank A Tianjin Branch’s core competitiveness and provide a strong human reserve and guarantee for the achievement of its strategic objectives.At the same time,it serves as a model for other commercial banks to improve their performance management systems for middle and back office employees,as well as their overall competitiveness.更多还原