漯河银行营业网点转型期的绩效考核方案设计

发布时间：2018-06-08 14:51

本文选题：银行 + 网点转型　；参考：《郑州大学》2013年硕士论文

【摘要】：近年来,漯河银行不断实现跨越式发展,各项事业都取得巨大进步,无论是资金实力、资产质量、盈利能力、风控水平,还是社会形象、队伍素质、企业文化等都得到大幅提升,有了深厚积淀,发展基础更加牢固,创新能力不断增强,使我们有信心和决心走上一条更有内涵和品质的发展道路。按照董事会战略部署,2013-2015年漯河银行将实施以网点转型为主导,同时配合管理、服务、业务三方面,打造“四位一体”的经营转型,提升漯河银行的品质,实现跨区经营,打造漯河金融第一品牌。而如何实现这一发展目标是摆在面前的首要问题。营业网点作为商业银行的最前沿的营销阵地,是商业银行各项业务发展的基础,因此,网点转型的成功与否直接关系到商业银行的发展前景。本文准备针对漯河银行此次“网点转型”的主要工作重点,结合营业网点的日常工作,运用平衡计分卡、KPI关键指标、目标管理等理论设计提出漯河银行的营业网点绩效考核方案,探索一套科学合理、行之有效的绩效考核体系。本文通过对国内外商业银行营业网点绩效考核现状的研究,结合漯河银行营业网点经营情况的现状分析,明确了漯河银行营业网点转型工作的主要目标和具体措施,针对这一目标,综合运用了较科学的平衡计分卡原理设计了绩效考核方案的框架体系结构,并在此基础上结合KPI关键指标法和目标管理法制定了绩效考核方案的分项业绩指标,最终形成了完整的“漯河银行营业网点绩效考核方案”。最后部分,集中阐述了绩效考核方案在实际执行过程中需要提供的关于管理、服务、业务、技术和人员方面的保障措施。
[Abstract]:In recent years, Luohe Bank has been developing by leaps and bounds, and great progress has been made in various undertakings, whether it is capital strength, asset quality, profitability, wind control level, social image, team quality, etc. Corporate culture has been greatly improved, with a deep accumulation, a more solid development foundation, and the ability of innovation has been enhanced, so that we have the confidence and determination to take a more meaningful and quality development path. According to the strategic plan of the board of directors, Luohe Bank will take the transformation of network as the leading entity in 2013-2015, and at the same time cooperate with the management, service and business to create a "four-in-one" business transformation, to enhance the quality of Luohe Bank, and to realize cross-regional management. Create Luohe financial first brand. And how to achieve this development goal is the most important problem in front of us. As the most advanced marketing position of commercial banks, business outlets are the basis for the development of commercial banks' various business. The success of network transformation is directly related to the development prospects of commercial banks. This paper aims at the main work focus of Luohe Bank's "network transformation", combining with the daily work of the business network, using the balanced Scorecard and KPI key indicators. In order to explore a set of scientific, reasonable and effective performance appraisal system, the paper puts forward the performance appraisal scheme of Luohe bank's business network based on the theory of objective management. This paper studies the present situation of the performance appraisal of the domestic and foreign commercial banks' business network. Based on the analysis of the current situation of Luohe Bank's business network, the main objectives and specific measures for the transformation of Luohe bank's business network are defined, aiming at this goal. The framework architecture of the performance appraisal scheme is designed by using the more scientific balanced Scorecard principle, and on this basis, combined with the KPI key index method and the objective management method, the sub-performance index of the performance appraisal scheme is established. Finally formed the complete "Luohe bank business network performance appraisal program". In the last part, the paper focuses on the management, service, business, technical and personnel security measures that should be provided in the actual implementation of the performance appraisal scheme.
【学位授予单位】：郑州大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

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