石嘴山银行信贷客户经理绩效考核研究

发布时间：2018-01-26 06:47

本文关键词： 绩效考核银行客户经理　出处：《西北大学》2013年硕士论文　论文类型：学位论文

【摘要】：客户经理是商业银行人力资源中的主要资源之一,是被列为信息科技管理人才之后的第二大资源,客户经理在有效识别、监测信用风险,保证银行信贷资产安全方面发挥着重要的作用,成为商业银行经营风险的第一道防线。石嘴山银行地处西北偏远地区,是西部欠发达地区的一家小的金融机构,秉承着“深耕地方做精做细、跨区域发展做特做优”的经营理念,成为地方中小企业成长的好伙伴。但随着宁夏区域内金融机构的不断入驻的外在环境和石嘴山银行不断创新和跨区域发展的内在要求,客户经理的管理模式以及薪酬绩效考核必须要根据实际情况进行不断的改进,原有的模式已经无法满足金融竞争和银行内部的经营发展需要,与现代人力资源管理需求有一定的差距,如果不能够有效客观的反映客户经理的工作业绩,提升客户经理的市场竞争力,客户经理队伍就会流失,银行经营发展规划也将无法有效实现。本文从客户经理的产生出发,重点分析了客户经理实行的重要意义,分析了客户经理开展业绩考核和绩效评估的目的以及原则,阐述有效科学的客户经理绩效薪酬考核评估能够提高银行工作效率和风险防范能力。系统客观的论述了客户经理绩效考核和评估的内容以及操作程序。通过分析石嘴山银行客户经理绩效考核和评估体系,提出了石嘴山银行客户经理业绩考核体系中存在着“公司战略发展缺乏客户经理长远的职业生涯规划”、“考核评估的项目过于单一和片面”等深层次原因。提出了运用经济资本考核法、目标管理法以及全纬度反馈法对原有的客户经理的绩效考核和评估进行全面设计,建立和完善一套相对完整、科学的,具有操作性的绩效考核体系。本文从绩效考核组织机构的建设、考核实施程序的制定、考核结果反馈、考核体系的应用等方面进行了完善。提出了石嘴山银行绩效考核坚持了客观公平原则、实用性原则、以及沟通反馈原则。在绩效考核中,考虑了定量考核和定性考核。考核内容主要有业绩、综合能力素质和工作态度。。由于本人研究能力的欠缺和不足,本论文的尚有诸多研究未涉及,如如何将绩效考核结果与客户经理的升职晋级挂钩,同时研究工作只局限于本行,能够在同类机构中推广缺少深入研究。在此,希望通过本论文的研究,为本行其他岗位的绩效薪酬研究起到借鉴作用,同时也希望通过客户经理绩效薪酬考核体系的设立,对本行人力资源健康发展起到一定的促进作用。
[Abstract]:Account manager is one of the main resources in the human resources of commercial banks. It is the second largest resource after being listed as information technology management personnel. The account manager is effectively identifying and monitoring credit risk. It plays an important role in ensuring the security of bank credit assets and becomes the first line of defense for commercial banks. Shizuishan Bank is located in the remote area of Northwest China and is a small financial institution in the underdeveloped areas of the west. Adhering to the "deep farming areas to do fine, cross-regional development to do special excellence" business philosophy. Become a good partner for the growth of local small and medium-sized enterprises. But with the continuous entry of financial institutions in Ningxia region and the external environment of Shizuishan Bank innovation and cross-regional development of the inherent requirements. The management mode of customer manager and the performance appraisal of salary must be improved continuously according to the actual situation. The original model can not meet the needs of financial competition and the development of bank internal management. There is a certain gap with the needs of modern human resource management, if the customer manager can not effectively reflect the work performance of the manager, improve the market competitiveness of the customer manager, the team of account managers will be lost. The bank management development plan will also be unable to realize effectively. Starting from the emergence of the customer manager, this paper focuses on the significance of the implementation of the account manager, and analyzes the purpose and principles of the performance appraisal and performance evaluation of the customer manager. This paper expounds that the effective and scientific evaluation of customer manager's performance compensation can improve the efficiency of bank work and the ability of risk prevention. The content and operation procedure of customer manager's performance appraisal and evaluation are discussed systematically and objectively. Shizuishan bank customer manager performance appraisal and evaluation system. It is pointed out that there is a "lack of long-term career planning for customer managers in the strategic development of the company" in the performance appraisal system of customer managers in Shizuishan Bank. This paper puts forward the application of the economic capital assessment method for the reasons of too single and one-sided items in the assessment and evaluation. Objective management method and full latitude feedback method for the original customer manager performance appraisal and evaluation of the overall design, to establish and improve a relatively complete, scientific. This article from the performance appraisal organization construction, the appraisal implementation procedure formulation, the appraisal result feedback. The performance appraisal system of Shizuishan bank adhere to the principle of objectivity and fairness, the principle of practicability, as well as the principle of communication and feedback. Quantitative assessment and qualitative assessment are considered. The main contents of the assessment are performance, comprehensive ability and working attitude. Due to the lack and deficiency of my research ability, there are still many researches in this paper, such as how to link the results of performance appraisal with the promotion and promotion of the customer manager, and the research work is limited to the bank. Can promote the lack of in-depth research in the same kind of institutions. Here, I hope that through the study of this paper, for the bank of other posts of performance pay research play a reference role. At the same time, it also hopes to promote the healthy development of the bank's human resources through the establishment of the customer manager performance compensation appraisal system.
【学位授予单位】：西北大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

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