Z银行天长支行客户经理薪酬管理研究

发布时间：2018-03-06 08:15

本文选题：商业银行　切入点：客户经理　出处：《南京师范大学》2015年硕士论文　论文类型：学位论文

【摘要】：随着我国金融体制改革的不断深入,商业银行的发展面临着越来越多的危机和挑战,这些危机和挑战使得银行之间的竞争日趋激烈,而银行的竞争更多的还是营销和服务的竞争,只有营销和服务才是抢占市场份额的制胜法宝。客户经理作为营销和服务的排头兵,承担着市场公关和沟通服务的重要角色,但部分国内商业银行客户经理管理团队薪酬管理缺乏科学性,直接影响了客户经理队伍的长期、稳定发展,进而影响了商业银行市场营销的核心竞争力。本文采用搜集文献材料、实地调研、问卷调查、经验总结等研究方法,在现有薪酬理论、绩效考核方法理论的基础上,结合Z银行天长支行现有的相关数据和资料,分析Z银行天长支行因管理方法老套、改革办法匮乏和领导不重视等方面的原因导致了客户经理薪酬激励不足、定性考核存在主观性、部分关键绩效指标缺失以及部分产品考核的价值导向不明确等问题。本文的研究成果主要有：改进Z银行天长支行客户经理岗位薪酬体系,确定客户经理薪酬以岗定薪、以能定资、以绩定奖、岗变薪变的基本原则,对客户经理团队进行薪酬等级管理,从而提升薪酬体系的激励作用；改进Z银行天长支行客户经理定性考核体系,对客户经理的工作态度、工作责任和工作质量进行360。全视角考评,重点对岗位责任制落实情况进行考核；改进Z银行天长支行客户经理关键绩效考核体系,优化关键指标定量考核指标,完善不良贷款清收定量考核,建立优质客户推介利益分配机制,使得客户经理工作的价值导向更加明确。
[Abstract]:With the deepening of China's financial system reform, the development of commercial banks is facing more and more crises and challenges. These crises and challenges make the competition between banks become increasingly fierce. But the competition of banks is more the competition of marketing and service. Only marketing and service is the magic weapon to win the market share. As the vanguard of marketing and service, the account manager plays an important role in the market public relations and communication service. However, in some domestic commercial banks, the salary management of the customer manager management team is not scientific enough, which directly affects the long-term and stable development of the customer manager team. Then it affects the core competitiveness of commercial bank marketing. This paper adopts the methods of collecting literature, field investigation, questionnaire investigation, experience summary and so on, on the basis of the existing salary theory, performance appraisal method theory, etc. Based on the existing data and data of Tianchang Branch of Z Bank, this paper analyzes the reasons of the lack of management methods, the lack of reform methods and the lack of attention paid by the leaders to the lack of compensation incentives for account managers. There are some problems in qualitative evaluation, such as subjectivity, lack of some key performance indicators and unclear value orientation of some products. The main research results of this paper are as follows: improving the salary system of customer manager in Tianchang Branch of Z Bank, Make sure that the salary of customer manager is fixed by the post, that is to say, to determine the salary, to decide the award by the achievement, to change the salary on the post, to manage the salary grade to the team of the customer manager, so as to enhance the incentive effect of the compensation system; Improve the qualitative examination system of customer manager of Tianchang Sub-Branch of Z Bank, and evaluate the working attitude, responsibility and quality of the customer manager from a full perspective, with emphasis on the implementation of the post responsibility system; Improve the key performance appraisal system of customer manager of Tianchang Sub-Branch of Z Bank, optimize the quantitative assessment index of key index, perfect the quantitative assessment of non-performing loan collection, establish the mechanism of distribution of high quality customer referral benefits, Make the value orientation of the work of account manager more clear.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F832.33;F272.92

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